For Swiss SMEs, the move abroad is the greatest opportunity, and often the greatest risk. I offer you not theoretical country studies, but robust strategies for developing the market.
My experience ranges from the operational leadership of international subsidiaries (as Country Manager) to steering complex sales and partner systems across Asia and Europe. My aim: an internationalisation that is strategically intended, financially predictable and operationally manageable.
Starting point
The challenge: more than just “export”
Successful expansion is not a matter of chance, but the result of precise selection. Together, we set the decisive course:
- Targeted market selection: Where is our offer genuinely competitive, and which markets do we deliberately leave aside?
- The right entry model: What is the optimal vehicle? A wholly owned subsidiary, joint venture, franchising or distribution partner? This is often the greatest lever for later profitability.
- Choosing partners: How do we find partners who can not only sell, but who also share our values and quality standards?
- Managing risk: How do we protect our brand, our margin and our intellectual property in unfamiliar legal environments?
Approach
My approach: think from the market, act operationally
Five steps determine whether an expansion holds or fails expensively:
1. Market potential & reality check
We analyse not only macroeconomic data, but the concrete success factors of your business model in the target market. Is there a willingness to pay for “Swiss quality”? How aggressive is the local competition in reality?
2. The right structure (mode of market entry)
Export is not the same as expansion. Drawing on my experience with franchise and licensing models (e.g. INTERSPORT) as well as wholly owned subsidiaries (e.g. OBI), we define the structure that minimises risk and secures your influence.
3. Partner assessment & selection
A logo on the website is not a reference. I support you in identifying, vetting and negotiating with local partners. We look behind the façade before you sign any contracts (due diligence).
4. Leadership & control
The contract is only the beginning. I help you put management instruments and reporting structures in place, so that you can steer your international business effectively from Switzerland without drowning in micromanagement.
5. Implementation & scaling
We define a clear plan for the first 100 days. The focus is on fast, testable pilot phases rather than expensive, risky full-scale assaults.
Outcome
What you gain
Certainty
Avoiding costly misinvestment through the wrong choice of partner.
Speed
Faster market entry through proven processes.
Control
An international setup that stays scalable and steerable.
Who it is for
Who it is for
Swiss SMEs looking to open up new markets, or whose existing international business is falling short of expectations and needs to be strategically realigned.
Dr. Christoph D. Walser
Founder and Managing Partner · LinkedIn profile
Do you want to enter new markets with confidence?
Expansion is risky when approached without experience. Draw on my expertise from more than 20 years of international leadership.
Together, we develop a strategy that works, from choosing the market to steering operations.
Do you need support from a sparring partner or reinforcement on your board? You can find out more here: Sparring Partner and Board Mandates.