Before embarking on a challenge of this magnitude, we must objectively define the target-turnover we expect to achieve, the existing potential market and what resources we are able to invest. In a nutshell: where do we want to play and where do we want to win.

One of the most common errors we find is to start an expansion project by calling anyone a partner, without sifting through what we really expect from that channel, whether we need technical or commercial staff, and without marking clear lines in the objectives and the relationship to be maintained.

The level of uncertainty in internationalisation projects is very high, which is why we must always have someone in-house to supervise and lead the different players involved. Regardless of whether we rely on external support, it is essential that we do not lose this control of the sales process.

Plans rarely come to fruition. We may fall short or overshoot, but we never get every single detail right. That's why it's so important to monitor constantly, in order to make timely decisions. On this matter, data management technology is a very useful business tool.

There are many companies which, when they come to Spain, want to rely exclusively on external salespeople. It could work for you to reduce sales cost, but your business will only be a small part of their portfolio and so would be your results. It is better to have a proper sales team which reports directly and exclusively to your company.

There is specific knowledge of the territory in which we live that, while intuitive and natural to us, may be very complex to understand from the outside. That is why it is essential to rely on local people, internal or external, who can help us with the message, associations, the market, etc.