How do you build a go-to-market strategy for the Middle East and Africa?
Choose a market you can serve
A regional ambition is not yet a market-entry plan. I would begin with one country and a defined customer problem, then test whether the business can deliver, support and competitively price the offer there. The critical inputs are customer conversations, partner capability and a realistic commercial model. IQVIA’s market-entry work is a useful example of structured market assessment in healthcare; it should not be treated as evidence that every industrial market behaves the same way.
Localise the buying experience
Translation is only one part of localisation. Decide who the buyer trusts, how demonstrations happen, what information procurement needs and how a customer receives support. For an illustrative security-product launch, a local installation demonstration may answer questions that a regional brand film cannot. Keep the core positioning consistent, but adapt the evidence and distribution plan to the chosen market. Confirm product and market requirements with the responsible technical and commercial teams before making campaign promises.
Use a pilot to challenge assumptions
Agree a limited pilot scope, budget and decision date. Record which segments respond, which objections recur and whether partners can follow through. Set expansion criteria in advance so a successful event is not mistaken for a proven market. If enquiries arrive but quotations stall, investigate the offer or sales process before buying more reach. My preferred launch review would end with specific changes to positioning, partner support or service readiness, followed by a documented decision to expand, revise or stop.
Sources & further reading
Sources support the definitions and background identified in the text. The planning recommendations are personal analysis; illustrative scenarios are not claims of completed work or measured results.