Bringing a portfolio into Europe
Europe is not a single market. It is a sequence of national systems, and that changes everything.
Why are you actually entering?
And what would have to be true for the entry to pay? Most cases skip both.
The structure question is not distributor against subsidiary. There is a sequence of forms between them, each meaning something different.
An international company rolled out a product with a novel delivery technology across the major European Union markets, engaging opinion leaders through clinical studies and cascading down to specialists and primary care.
The scientific package was comprehensive and the marketing plan well built. It succeeded in most markets and stalled in the United Kingdom, where the decision-makers for that condition were not the prescribers but the payors at Primary Care Trust level. Uptake recovered only after the strategy was rebuilt around the people who actually decided.
Sextants were trusted by sailors to navigate in turbulent seas. Put your trust in Sestante who will help you discover where you are and guide you to where you need to be.
If the honest answer is that Europe is not yet worth entering, or not in the way you intended, that is what the document will say.
- Choosing where to start in the sequence of forms between distributor and subsidiary, and what should move you on from there;
- the senior hire question, since a capable country manager will not bet a career on a parent nobody in the market has heard of;
- country-by-country prioritisation built on tested assumptions, not a market-size case.
Entries fail through recruitment and governance long before they fail commercially, and I have watched it from both sides.
How we can help:
- Delivered as a Sounding, one question answered in two to three weeks, at a fixed fee agreed before the work begins;
- I structure the decision and ask the questions in the right order;
- legal, fiscal and pricing specialists are brought in where needed, and the shape of the problem stays in one pair of hands.