A Roadmap to Enter the U. S. Market in Challenging Times

Joaquín Cuenca Abela is the CEO and co-founder of Freepik, the global generation company that helps other people create fantastic designs faster.

Before embarking on U. S. expansion tactics, it’s vital to ask yourself what’s the right thing to do in the event of a generational downturn.

For most businesses, I think it’s vital to move from a predetermined dead state to a living state. Consider how much time your company has before you die if you don’t replace tactics and then complete your first project to increase that time.

A good strategy in economically challenging times is to raise capital—as much and as cheaply as you can. During a slowdown, it’s best to rediscover the long-forgotten art of accounting. Go over every expense in your company and make it your mission to reduce it to the minimum. When you’re done, start again. When you can’t reduce a cost, think of alternatives to eliminate it.

Once you get enough capital to survive, the next optimal strategy to delay the demise of your company is to focus on growth. This can help fix most problems you may have as a startup. Too little revenue? Margins too thin? Operating expenses too high? Do you find it too expensive to launch new products? Growth is the answer.

How can you grow in a recession when investments are difficult to secure?Obviously, you want to expand to the domain that will provide the return on investment.

The most productive region to expand into depends on your business, but it’s largely the United States. The country has a unique language, a largely unified legal system, and a massive market, which means it’s incredibly competitive.

When executed correctly, expanding into the U. S. The U. S. has many benefits, as it adds more resources, customers, investors, and tech talent. Based on my experience starting a business in the United States, here are some tips for your business.

There are many tactics to enter a market like the United States. The first step is to lay the groundwork and resolve any operational issues. Questions to ask yourself include:

• Is it available from the United States?

• Is it in English, so it can be understood easily by most U.S. citizens?

• Can I subscribe or contract the product by credit card?

• Are you compliant with regulations?

• Is it easy for an American entity to purchase and invoice your service?

• Are there other similar documents for foreign entities?

• Do you want a local legal presence in the country?

• Does the checkout look local and display currency, prices and taxes like any local sales page?

Once the purchase procedure is complete, it is also essential if you want to hide that you are a foreign entity or reinforce that image.

For example, Asians who run in educational technology or Europeans who run in clothes may wish to strengthen their foreign roots. In other industries, it would possibly be better to be perceived as local. To do this, you can check out the texts on their online website. page to make sure you’re not employing any British language to have a local look and set up local visitor support via email and phone if you wish. If you’re doing B2B sales in particular, you’ll most likely want local agents. In my experience, remote agents don’t sell as well in the U. S. U. S. agents as well as local agents.

Once you’ve done all this internal work, you’ll want to perceive how and where to communicate with your potential customers, in a different way known as marketing strategy. A game can be virtual and controlled remotely, but the faster it gets with direct, personalized interactions, the better. This will regularly set you apart from your competitors.

Everyone buys classified ads on Google or Meta; However, few people have user interaction with the communities involved. I recommend you stop by, make friends, reach out to them, and understand why they don’t use your product and their needs. This local attention is possibly only worthwhile in some cities like San Francisco, but it can do wonders for easier access to the country.

The last step is to do it with local ads. Try to echo it in the virtual realm and get media coverage, as the U. S. launch is now in the U. S. UU. es in itself attractive news in its domestic market. For example, my company rented a billboard in San Francisco, at the city’s main hotspot, for September and October, two full months of industry conferences.

If you go through the billboard route, maximize the impact of your billboard by taking direct action. Think of an eye-catching mural documenting the process so that a captivating video is shared on social media. Also, identify a local office and actively connect with the network through events. This hands-on technique will solidify your presence and resonate with your audience.

Launching in the U. S. is expensive. It is well known in the United States that it takes a great deal of effort to secure good fortune; it’s a dog-eating landscape and America’s competitive nature is predominant. For example, software corporations in Europe account for only 30% of America’s Big Four, and founders are thought to have less acceptance than their U. S. companies. their counterparts. Still, it can be even more expensive not to try.

With this in mind, leaders want to ensure they have the right attitude, tactics and strategy to overcome obstacles and succeed in their expansion into the United States.

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I am a journalist who focuses on storytelling in all facets of culture. My byline has previously appeared in The New York Times, The Washington Post, Esquire, The Athletic, and Business Insider. I won a Grand Prize for Feature Writing at the 2021 Apex Awards and a member of the New York Times Covid Tracking Team that awarded the 2021 Pulitzer Prize for Public Service.

I am a journalist who focuses on storytelling in all facets of culture. Previously, my byline was featured in The New York Times, The Washington Post, Esquire, The Athletic, and Business Insider. I won a Grand Prize for Feature Film Writing at the 2021 Apex Awards and a member of the New York Times Covid Tracking Team that awarded the 2021 Pulitzer Prize for Public Service.

Neena Pandey, Founder and Executive Director of The String Code, Indie Roots. Read Neena Pandey’s full control profile here.