My career has taken me to more than fifty countries at this point, and the pattern is remarkably consistent: companies treat market entry as a headcount decision when it is actually a hypothesis that hasn't been tested yet.
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The list of considerations when going international is long: duties, currencies, regulations, customs, language, to name a few. One crucial step, however, often remains unaddressed: How to sell. All falls flat if an enterprise lacks the right sales resources to actually close a deal overseas.
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