Growing your business in Asia: from strategic choices to first operational results
The opportunities look significant. The choices between countries, distributors, partners, subsidiaries and local teams are where priorities and execution go wrong.
Leaders of French industrial or technology SMEs and mid-sized companies assessing growth in Asia, or wishing to review an existing presence.
Which markets, which entry model, which partners? The approach combines market and risk analysis with direct experience of how international organisations actually work, particularly in South-East Asia and China.
- 01
Frame the ambition
Objectives, capabilities, constraints and decision criteria, made explicit before comparing anything.
- 02
Compare markets and scenarios
Entry options assessed on available data, completed by local expertise where needed.
- 03
Design the local set-up
Partners, channels, team, governance and local presence: the logic that makes execution possible.
- 04
Prioritise a 90/180-day plan
Milestones, owners and the assumptions still to be tested.
- International readiness diagnosis
- Comparative matrix of countries and options
- Strategic recommendations
- Operational roadmap
Scoping mission or implementation support. Scope defined by quotation.
More than 25 years at Schneider Electric, including 16 years of expatriate assignments in six countries — China, Malaysia, Indonesia, Denmark, Algeria and the United Arab Emirates. Experience gained in executive roles at Schneider Electric.
This offer does not replace country-specific legal, tax or regulatory advice; specialists are brought in where needed.