Market-entry websites
A website built for the market you are entering, not the one you already own.
A domestic site explains a business to people who already know the category and often the company. A market-entry site has to earn credibility from nothing, in a country where nobody has heard of you.
Why the domestic site rarely does the job
A market-entry website is built for a specific country: its buyers, its terminology, its standards, its route to market and its expectations of proof. It differs from a domestic site because it must establish credibility with people who have never encountered the business, and it must generate enquiries that a new in-market salesperson or distributor can act on.
Domestic sites assume context. They assume the reader knows the sector's shorthand, recognises the customer names, understands the certifications and knows roughly where the company sits in the market. In a new country none of that is true.
They also assume a route to market. A site built for direct UK sales says the wrong things to a German specifier or a Dutch distributor, who need different evidence in a different order.
The practical consequence is that enquiries do not arrive, and the business concludes that the market is hard when what actually happened is that nothing it published answered a local buyer's questions.
What this includes
Market positioning
How the business should be described in this country, against the competitors buyers there already know.
Buyer-led structure
Pages ordered around how that market evaluates and buys, not around the internal org chart.
Local proof
The evidence that carries weight in that market — projects, standards, certifications, sectors — where it genuinely exists.
Search architecture
Structure and terminology aligned to how the market actually searches, in its own language.
Enquiry journeys
Conversion paths designed to produce enquiries a salesperson or distributor can act on immediately.
Technical foundations
Performance, semantic structure, structured data and mobile behaviour that hold up under scrutiny.
When it is the right piece of work
A first market entry
The business is committing to a country and needs a credible commercial presence there before or alongside a hire.
A distributor appointment
Partners need something to point at that speaks to their customers, in their language.
An existing market that produces nothing
The country is in the plan, but no enquiries come from it and nothing published is aimed at it.
Alongside a new in-market appointment
A new Country Manager or BD Manager needs infrastructure behind them, not just a business card.
Common questions
Either, depending on the commercial situation. Sometimes a country section within a properly structured international estate is right; sometimes a market genuinely needs a distinct site. The decision is commercial and architectural, and we set out the trade-offs before recommending one.
It should reinforce it, not compete with it. Where both exist, the search architecture has to make clear which page serves which market so the two do not undermine each other.
Yes, working from the commercial position and the market evidence. Content is written for the market rather than translated from the domestic site.
It depends on the number of markets, languages and the depth of content. The commercial definition stage matters more than the build and should not be compressed.
Related capabilities
The full digital commercial capability and how the parts fit together.
The commercial strategy the digital estate is built to serve.
The commercial person in the territory who works behind the infrastructure.
Working out what your expansion actually needs?
Tell us the markets, the languages and the commercial objective. We will set out what infrastructure is genuinely required — and what is not worth building.