I believe, as so often, it all comes down to your value proposition, and how this value proposition can be adjusted to the new market. One of the strongest levers I have always worked with was pricing (on supply and demand side) as, at the very end, it all all comes down to margins, profit, and EBITA. These parameters are generally applicable, even though they might have to be adjusted to a new market. It is always surprising to me, though, how many parallels there are in every market, so it is most important to stand by your products and understand why you can lead the competition. It doesn’t matter where your market, It’s most important that you capture your clients needs accurately iwhen you do expand, and expect long lead times to build relationships with suppliers, logistics, and clients. Ask them what they think the biggest obstacle might be to expand into their market. This is a great question and I’ve put a lot of time Into thinking beyond the local boundaries, Time is of the essance to capture all the information that is needed to specifically define your obstacles and solve them.