SAMPLE DELIVERABLE / ILLUSTRATION ONLY
See what a market-entry plan looks like
An example based on a fictional software company, showing the deliverable and the decisions it addresses. It does not describe an actual client or completed market research.
The objective
Explore how to win a first customer in Northern Europe
An Israeli B2B company offering operational task-management software. Assumptions: a working product, a small team and capacity to support one English-language pilot.
| Criterion | Option A: direct discovery in Denmark | Option B: a partner in Sweden |
|---|---|---|
| Route to customer | Direct outreach to operations leads in a defined target group. | Assess fit with a local integrator. |
| Evidence needed | A buyer willing to discuss a pilot and budget. | Partner interest, responsibilities and a commercial model. |
| Company resources | An owner for sales and pilot support. | Time to enable the partner and adapt the offer. |
| Missing information | Buyer budget, procurement needs and product readiness. | Commercial fit, delivery capacity and agreement terms. |
Conditional recommendation
Start with customer conversations
In this example, start with direct customer discovery, provided the team can lead conversations and support a pilot. In parallel, assess one potential partner. Without evidence of willingness to pay or delivery capacity, pause and reassess. Any need for a local entity and account is reviewed separately with professionals.
The 90-day plan: who does what?
Days 1–30
Choose the customers to approach
The company prepares product materials and a budget. Rimón Europe defines the buyer profile, researches companies and prepares outreach for approval. Output: a target-company list and an outreach plan.
Days 31–60
Assess the fit
The company leads product conversations and estimates the resources required. Rimón Europe prepares meetings and tracks follow-up questions. Where there is mutual interest, we outline a possible pilot.
Days 61–90
Decide what comes next
Together, we review customer feedback, remaining questions and the cost of proceeding. The company decides on budget and responsibilities. Output: a decision to continue, adapt or stop.
This example does not establish a preference for Denmark or Sweden. Assumptions change with the company, buyer and evidence actually collected.
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