In Practice
How entry looks
when it's done right.
Three cases. Different sectors. Different starting points. The same discipline: strategy, structure, and activation — in that order.
12
Countries of origin
3
Core sectors served
100%
Principal-led engagements
#
Case
Outcome
01
From failed distributor model to direct tier-1 procurement pipeline. 14 months.
A German industrial manufacturer had been trying to enter Chile's mining sector for two years through a regional distributor. Two meetings with mid-tier contractors. No progress. Board pressure to show traction or exit.
Key result
Active PO in 14 months
2 years, no direct pipeline
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02
From regulatory uncertainty to approved structure and first commercial activation. 11 months.
A North American solar equipment manufacturer with strong MENA and European track record needed to enter Chile's fast-growing renewable procurement market — but had no regulatory roadmap and no local contacts.
Key result
CNE preliminary approval: Month 8
No regulatory approvals
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03
From board hesitation to defensible entry plan and first enterprise pilot. 6 weeks + 9 months.
A European enterprise software company knew Chile was its best LatAm entry point but couldn't secure internal approval. The board wanted a defensible business case. They didn't have one.
Key result
Approval secured in Week 4
Board approval blocked
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Facing a similar situation?
The Entry Assessment is where every engagement starts. Two to three sessions. A clear recommendation. A defined next step.
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