A market entry business case should explain why the opportunity is attractive, how the company will operate and what evidence would justify further investment.
Define the opportunity
Describe target customers, unmet need, market size, growth, competition and the company’s differentiated proposition.
Separate verified evidence from assumptions requiring further testing.
Set the route to market
Explain whether growth will come through direct sales, distributors, digital channels, partnerships or acquisition.
Include pricing, sales cycle, customer acquisition and localisation requirements.
Design the operating model
Set out entity, licensing, people, premises, supply chain, technology, finance and professional-support needs.
Identify activities retained centrally and those requiring local capability.
Build the financial case
Model revenue, margin, working capital, tax, capital expenditure and cash funding under base and downside scenarios.
Show break-even timing and the assumptions with greatest sensitivity.
Define risks and decision gates
Cover regulatory, commercial, operational, talent, partner and execution risks with mitigations and owners.
Set milestones that determine whether to invest, pause, adapt or exit.