The decision to enter a new market often begins with a sales target, but preparation is the key factor in the field. The correct answer to the question of how to conduct international market research is not merely to collect data; it involves selecting the right market, identifying risks, and developing a feasible entry plan. Especially in markets like France and Turkey, which differ in terms of regulation, complex and diverse in terms of distribution infrastructure, proceeding based on desk-based assumptions can lead to costly mistakes.
Many companies view research as a single report. In reality, a good study is a process that facilitates decision-making. Questions such as “In which country should I start?”, “Which customer segment yields results faster?”, “Which distribution model is more realistic?”, and how flexible should pricing be—all of these questions are part of this process. The earlier and the more field-oriented the research is conducted, the greater the likelihood of a successful market entry.
How to Conduct International Market Research: The First Step
The first step in research is not selecting a country, but clarifying your business objective. However, the data needed to find a distributor is not the same as the data required to directly establish a company and build a sales team. Some companies want to sell in the short term, while others are focused on brand positioning and investment feasibility. Therefore, before beginning the research, it is necessary to define the commercial objective.
The fundamental question here is: What do we want to validate in this market? Is it the existence of demand, the entry model, the price level, or the right partnership structure? Without a clear research question, the data collected will be excessive, and the decision-making value will remain low.
The second step is to define the scope of the market. The entire country should not be treated as a single market. In France, purchasing dynamics may differ between the Paris region and southern cities. In Turkey, however, the sector, the channel structure and regional trade patterns may vary significantly. For this reason, country analysis and customer segment analysis should be conducted together.
What criteria should be considered when selecting a target market?
A good target market selection is not based solely on market size. A large market may seem attractive, but entry costs, intense competition, regulatory burdens, and the sales cycle can sometimes diminish the opportunity. A smaller but accessible market may be more efficient for the first step in expansion.
When conducting an assessment, factors such as demand volume, growth potential, import dependency, local production capacity, price sensitivity, and profitability should all be considered together. In addition, the structure of distribution channels, payment methods, the profile of decision-makers, and regulatory barriers should also be examined. Particularly in B2B markets, the purchasing process can be lengthy. In such cases, there is a significant discrepancy between theoretical demand and actual sales opportunities.
The company’s own capacity must also be taken into account. If there is no local team and the market is to be managed remotely, countries requiring complex operations may not be suitable in the initial phase. Similarly, for products requiring post-sale support, logistics and customer service infrastructure should be central to your research.
Where does desk research begin, and where does it fall short?
Desk research is essential at the outset because it allows for rapid market filtering. Official statistics, industry reports, import-export data, chamber of commerce publications, competitive landscape, and price levels form the initial picture. At this stage, the goal is not to make a definitive decision, but rather to eliminate unsuitable markets early on and prioritize opportunities.
However, desk research alone is not sufficient. This is because official data may not be up-to-date in many markets, industry classifications may not fully reflect reality, or local business practices may not be included in reports. For example, while a distributor may appear to operate independently, in reality, it may be a closed structure operating through specific relationships. Similarly, in a segment with high demand, price pressure may be much stronger than expected.
For this reason, desk research should be viewed as a preparatory step for field validation. Just as important as collecting data is interpreting what the data means for the decision-making process.
Do not make decisions without field validation
The aspect that companies asking “How should international market research be conducted?” most often overlook is fieldwork. Meetings with potential customers, distributor evaluations, analyzing competitors’ channel structures, and meetings with local experts—these are what make the research meaningful. This is because unwritten rules in the market often directly affect sales velocity.
When conducting field validation, one does not look only for positive signals. The goal is to identify concerns, objections, and reasons for delays early on. Why doesn’t the customer want to switch suppliers? What certifications or references are expected for a new foreign brand? Is the issue price, trust, or delivery time? The answers to these questions directly shape the market entry strategy.
At this stage, the stakeholders to be engaged must also be selected carefully. End users, importers, distributors, industry consultants, and, if necessary, regulatory authorities each provide different insights. Relying on feedback from a single source to assess the market can be misleading.
Competitor analysis is not just about price comparisons
Understanding competitors in a market is not merely about answering the question of who is cheaper. It may be more critical to determine in which segments competitors are strong, which channels they use, how they position themselves, and what types of services they provide. In some markets, product quality is the deciding factor; in others, delivery speed or local technical support carries more weight.
When conducting competitor analysis, the following logic should be followed: Who is the competitor selling to, how are they selling, and what value proposition are they using? If established players have a very strong distribution network, a direct sales model may be difficult to implement. If the market is price-sensitive rather than brand-sensitive, it may be necessary to target a narrower but more profitable segment for premium positioning.
Another critical issue is invisible competitors. Companies often focus solely on analyzing similar products and overlook local alternatives or indirect solutions. However, a customer might purchase a different solution instead of your product. True competition must be evaluated within this broader context.
Your entry-level model should be the natural choice for your research
At the end of your market research, you shouldn’t simply reach a “yes” or “no” decision. Proper analysis should also indicate which entry model is more appropriate. Starting with a distributor, exporting directly, working with a local representative, establishing a company, or trying a hybrid model all create different cost-speed trade-offs.
There is no single “right” model here. The product’s complexity, sales cycle, regulatory requirements, and target customer profile all influence the choice. For example, in B2B sales that require high levels of engagement, having a local representative is often a deciding factor. In contrast, for standardized products, an import or distributor model may yield faster results.
For this reason, the research process must be aligned with operational realities. Entering the market may be theoretically possible, but building the right team, screening partners, and managing the first commercial steps require specialized expertise. At this point, an organization like ADAL Consulting—which integrates both research and implementation—helps bridge the gap between decision-making and execution.
What does a sound research methodology look like?
A well-prepared international market research study is not merely a long but vague report. It must be clear to the decision-maker. Target segments must be identified, the market’s size and accessible portion must be distinguished, the competitive landscape must be analyzed, barriers to entry must be identified, and the recommended business model must be presented along with its requirements.
In addition, a 6- to 12-month action plan should be included. Questions such as which customer segment to prioritize, which channel to test, which partner profile is suitable, in which region it makes sense to launch, and how pricing will be tested should not be left unanswered. The research should set the direction and define the next steps.
The Most Common Mistakes
Companies often mistake their own internal perceptions for market reality. An example of this is assuming that a sales argument that works in Turkey will have the same effect in France. In reality, decision-making processes, trust indicators, and the style of business communication vary from country to country.
Another mistake is wanting to start too broadly. Instead of trying to appeal to the entire industry, it makes more sense to first validate your approach in the most accessible sub-segment. Furthermore, focusing solely on positive signals also increases risk. Thorough research does not amplify opportunities; it clarifies reality.
Finally, it is a mistake to view research as a one-time effort. Market conditions, exchange rates, regulations, and competitor behavior can all change. Therefore, market research is not a static process conducted before entering the market; it should be treated as a dynamic, ongoing process that informs and updates decisions.
A properly conducted international market research study does not merely take you to a new country; it also shows you how to move forward there with less risk, the right partners, and faster results. The key question to ask is not whether we can enter this market, but under what conditions we should enter it correctly.