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Methodology
Many DACH market entries are scaled on assumptions nobody has tested. Our methodology makes those assumptions explicit and tests them before budget, headcount and partners are committed.
The Model
Five dimensions determine whether a market entry is viable. The sequence is deliberate: each dimension presupposes the one before it.
01
Which target companies are relevant, reachable and numerous enough?
02
Who decides, who influences, and what does the buying center look like in the DACH context?
03
Does the value argument hold in the DACH market, including against local alternatives?
04
What proof do DACH buyers expect before deciding, such as references, data protection, compliance and local presence?
05
Which sales model fits deal size, cycle and audience?
The Starting Point
“If you could only work 20 to 50 DACH accounts over the next six months: which would they be?”
The answer reveals the bottleneck. If there is no prioritised account list, or only an unvetted collection of 500 names, the bottleneck is Accounts. Company names without decision-makers: Buyers. Decision-makers without a convincing “why now, why you”: Value. A strong story without local proof: Trust. Everything answered: Motion.
Working Together
01
Free, about 5 minutes. Outcome: your readiness profile across the five dimensions.
02
Four weeks, six to eight buyer interviews as the target range. Outcome: an evidence-based decision memo with a reasoned Go, Adapt or Pause recommendation. It shows which assumptions have been validated, where changes are required and which open questions need to be resolved before investing. The four weeks assume that suitable interview partners and the required customer data are available in time.
Decision point: Go, Adapt or Pause. Pause is a legitimate outcome.
Following a Go, you can proceed with Market Launch, your own team or other partners. Any subsequent engagement is separate and agreed independently.
Principles
The person who runs the diagnosis is in the room.
Buying committees, trust logic and regulatory requirements are examined as a purchase criterion in every dimension.
The outcome of the Diagnostic Sprint is independent of any follow-on engagement. A subsequent mandate is neither part of the diagnosis nor a prerequisite.
Where specialist knowledge is required, selected experts support the diagnosis and, if desired, the implementation. Market Launch is accountable for the independent recommendation.
A first conversation clarifies which next step fits your situation.
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