This document discusses the considerations for selecting an international market for business expansion, emphasizing the importance of confirming market needs and understanding local dynamics. It outlines various factors that influence the choice of target countries, including market studies, existing demand, and competition. The author also provides guidelines for establishing a successful presence in a new market, stressing the need for strategic planning and intellectual property considerations.

1. Asselin Bannon
Strategic Management Consultants
Division of La Société de gestion et de formation GEXIMTM Inc.
(This text is the sole property of Ronald Bannon – All rights reserved © 2015)
Globalizing your business
Which market should we select first?
By Ronald Bannon MBA, C. Adm., FCMC
Quebec, Canada, May 15th 2015
In this series of articles on international market development, we spoke rapidly in the previous article
about the reasons why companies go to the other side of the border and what are the main reasons
why the success is not necessarily ensured in a short-term horizon.
Often we hear that this individual is fortunate because he is taking the plane for a destination outside
the territorial limits of Canada. Some of these destinations are often envied as a tourist and
gastronomic sites. The reality is far from a relaxing visit or pleasure when the main purpose of the trip
is to work and to perform especially taking into account the time difference, travel on site, the local
language if you do not speak it, the culture with its protocol, the customs and the assiduity of your
interlocutors to respect the hours of appointment.
Later we will publish an article on best practices on how to travel effectively for work. Now back to our
subject on the choice of the first market.
Several reasons can justify the choice of target countries in order to find new opportunities abroad.
Among the major we encounter in our practice, those that occurs most often are:
• Confirmation of need following a market study or opportunities identified through participation
in a trade fair;
• Existing demand for your products or solutions (ordered through purchase orders or a web
trading platform);
• Collaboration on joint projects with foreign suppliers with whom you do not share formal
business relationships;
• The obligation to consider other markets for lack of sufficient buyers in the local market due to
the innovative nature of your product or your solution;
• Presence of competitors in markets where you are not present (concept of uncovered
opportunities for lack of knowledge or means);
• An invitation to respond to an international tender.
Ronald Bannon is a Certified Management Consultant (CMC) since 1997 and
involved in international sales & marketing of innovative products and
solutions since 1984. He carries out a long experience on how doing business
abroad and promoting your latest innovation in markets where often
Canadians have never showed up. In 2014, he was appointed Fellow for its
contribution to promote the CMC designation and his excellent reputation.

2. Asselin Bannon
Strategic Management Consultants
Division of La Société de gestion et de formation GEXIMTM Inc.
(This text is the sole property of Ronald Bannon – All rights reserved © 2015)
However, the reasons for an increased presence in a new market is not always good. Several
companies are trying to give explanations for piercing abroad to choose United Kingdom as the first
commercial target abroad, great tourist destinations I recommend, can sometimes be difficult to justify
unless your skills are related to the beer industry, information technology and communications or
specific knowledge in aerospace engineering. This definition of the needs of United Kingdom is
perhaps not as representative of the current economic reality, but it reflects the needs that we have
been exposed in previous mandates.
Consequently, in our experience, the choice of a first commercial target abroad must establish on the
following basis:
• Ideally, target a geographic market where the currency is stronger than that in your home
country so that there is at least an economic incentive to deal with you;
• Identify a specific need that has been confirmed in advance either by a market study is a
serious chance that you will take the time to validate. Once on site, visit the Canadian
consulate closest geographically and meet others players in the same industry to ensure that
the perceived need is real and confirmed;
• Outline what it will cost to meet the need or opportunity identified;
• Build a realistic financing plan with specific goals based on long-term investments as the need
remains and the market is still at your fingertips; it is important that funding for your
international operations do not adversely affect the working capital required to operate your
business in the domestic market;
• Identify how you could develop this market opportunity by trying to be modest in your sales
forecasts and expectations. In our experience, many companies resign rather quickly;
• Finally start with a strategic plan and eventually when you'll master more market behavior and
its players draw up a marketing plan.
The registration of your intellectual properties should have been made before your sales efforts, mainly
with regard to your patents. These must have been previously filed in the countries of your choice with
your patent agent. You may also file an industrial patent design to protect the uniqueness of your
product if that is the case. Please also note that it will be essential that you should registered your
trademark in the countries that you target taking into account the fact that the rules for obtaining a
certificate or title of ownership may be different from those in use in Canada.
Check with a trade-mark agent or visit the Canadian Intellectual Property Office to www.cipo.gc.ca.
You will find a lot of useful information and interesting as the tools made available by the Government
of Canada to protect your ideas and your rights.
Next subject: which available product or solution to offer in the first place to your foreign buyers?
Asselin Bannon Strategic Management Consultants is a firm of professionals dedicated to the sales and the
promotion of innovative products, solutions or processes issued from applied R&D into multi cross channels.
We provide services to entrepreneurs locally and abroad in a way to help them identify business opportunities,
building added value offers and business models and constructing their commercial plan. In certain cases, we
also provide assistance to facilitate adequate funding required for commercial expansion. To date, we estimate
our involvement in near 1,000 commercial projects. Asselin Bannon brings you into new markets where
nobody has ever gone before.