Acuquire a Local Company or Start an Office to Enter US Market

Growing your business into the United States can be an exhilarating opportunity, but it requires a thoroughly planned-out entry strategy. Will you acquire a preexisting local company to take on their presence or, conversely, build up your own operation from the start? This post will go into various indicators and terms that can help guide you toward making a beneficial decision on this front.

There are plenty of benefits to acquiring a company here in the US. For one, it gives you a handy boost in strategy, allowing your company to claim instant market share and take advantage of an existing brand presence. It also gives you a ready-made network of distribution channels, which again saves significant time and resources. And finally, there is the matter of customer base; buying a company means buying a built-in customer base.

It is tough to figure out which business rules apply in the U.S. and which don't, when there are so many and they change all the time. It's hard to imagine that it's better for startups to try to figure all this out for themselves—without acquiring a company that's already familiar with the rules. When you acquire a company, many of those legal issues are already settled, so it saves you a lot of time. When I worked on acquiring companies, I always felt that was a major part of the deal.

How the audience sees a company’s brand is a significant part of the brand. A company's brand recognition can be assessed in many ways, but one of the most common approaches is to promote the use of online surveys. Interviews are also an option. Another part of understanding the brand is to figure out who the audience is. No matter the method, the final product should provide a good idea of how big or small the company's brand is. Indeed, a good place to start is to take the company's name and type it into an online survey.

How quickly an existing company can be brought to market, compared to the speed with which a start-up might do so, depends on the specific circumstances. But here are two general observations: Acquiring a going concern is usually faster and more predictable than either building a team in-house or hiring start-up executives from scratch.

Rephrased: The long-term growth potential of building your own office is paramount. It allows you to have full control and better direct your path to growth and create the kind of brand identity that you want. There are other indexes to consider as well. One is the "synergy" that the acquisition might create with your existing setup: with it, you could potentially access new technologies, resources, or customer bases. And consider, too, the matter of cost savings and the potential for an increased revenue payoff. "Exit strategy" might sound like a strange thing to consider when you're just trying to figure out if you *should* buy, but long-term plans can offer a crucial framework for making this decision.

In the end, the most effective pathway really relies on your particular intentions and assets. If you intend to effect an entry into the US market, you need to first do some solid market research. Of course, you must also investigate any potential American businesses that you might acquire. That's due diligence. Speaking of expertise, the experts say you should also seek the advice of professionals who have been through this before. And what exactly are the factors that one should consider for an international expansion into the US?