Doing business across the border: why a neighbouring country is not your home market
The Netherlands and Germany share a border, substantial trade and many business relationships. Yet a neighbouring country is not an extension of the home market. Geographic proximity can make entrepreneurs too optimistic. A short journey tells you nothing about buying motives, decision making, competition or how trust is built.
Cross border success therefore begins neither with translation and advertising nor with hiring a salesperson. It begins with a practical question: which parts of our offer work in the target market, and which demonstrably need to change?
A larger market is also a fragmented one
From the Netherlands, Germany often looks like one enormous market. In practice, regions and sectors differ considerably. An offer that fits a medium sized industrial company in North Rhine Westphalia may be less persuasive to a family business in Bavaria or a buyer in northern Germany.
“Germany” is therefore not a target audience. A useful market choice specifies at least the region, customer type, decision maker, problem and buying occasion. Without that focus, acquisition becomes expensive and feedback teaches you little.
Translation is not localization
Accurate German copy is necessary, but insufficient. The message must make sense to the buyer. Dutch sales copy often opens with innovation, speed and flexibility. German business buyers may first want to know how the solution works, which risks are covered, what references are available and how service and continuity are arranged.
Conversely, a German company in the Netherlands may emphasize completeness and technical details while the Dutch buyer wants to understand the practical result sooner. Localization is about changing the order of arguments, not merely improving the wording.
An initial conversation is not market validation
Positive reactions at a trade fair, from a distributor or from an existing contact are useful signals. They do not prove that the wider market is promising. Familiar contacts may be kinder than new prospects, and an enthusiastic intermediary does not necessarily represent enough reach.
Better validation combines several types of evidence:
- the size and urgency of the customer problem;
- the position and price of local alternatives;
- prospects' willingness to take a next step;
- requirements for documentation, delivery and service;
- the feasibility of acquisition without sustained margin loss.
Start small enough to learn
A market launch need not cover an entire country at once. Choose a clear segment and a limited number of representative accounts. Test the message, record objections and observe who actually invests time, shares information or gives access to internal decision makers. Behaviour tells you more than general interest.
Then work with three possible outcomes: continue, adjust or stop. An early “no” can be valuable if it prevents months of investment in the wrong region, customer group or sales route.
Cross the border without losing your home market strengths
Local adaptation does not mean giving up your identity. Dutch speed, openness and entrepreneurship may be distinctive in Germany. German quality, precision and technical depth may appeal in the Netherlands. The aim is to make your own strengths clear and credible, not to imitate the other market.
The key step is not simply “going to Germany”, but deciding where and why German customers would choose you.
Market Decision Session: One company, one offer and one target market. 45-minute personal working session with Jerry, three evidence-based market alternatives and GO/ADJUST/NO-GO with three conditions and one measurable test. Decision note within three working days after complete input and the session; 30-minute personal review. Up to three working hours. €495 excluding VAT.