Anonymised founder case · European expansion
When France was not working, we changed the European plan.
A family-owned tea business with a strong presence in Asia had repeatedly struggled to enter France. We helped reframe its expansion around a European holding and operating plan: a proposed Malta base, logistics in Poland and a phased retail route into Eastern Europe.
The setback
A strong business at home. A route into France that was not working.
The family had built an established business in Asia, but its attempts to enter France had not delivered the intended foothold. Repeating the same starting point was no longer the only question worth asking.
The wider decision was how to build a European business: where to base the group, how to meet its holding needs, how to move products and which markets to approach for in-store sales.
The strategic turn
How we reframed the European plan
We separated the sales market from the operating base.
We developed the business plan around three distinct roles. Malta was proposed as the main headquarters and holding base. Poland was the proposed location for a later logistics phase. Eastern Europe became the direction for phased in-store retail expansion.
That changed the discussion from “How do we enter France?” to “How should this business operate across Europe?” Headquarters, fulfilment and the first sales markets could each be chosen for their role in the plan.
At a glance
The proposed European operating plan
- MaltaHeadquarters and holding structure
- PolandLogistics centres in a later phase
- Eastern EuropeIn-store retail expansion
The operating work
Use existing capacity before committing to a new network.
The logistics strategy explored existing fulfilment capacity, including underused facilities associated with a large online retailer, alongside independent providers. The aim was to assess infrastructure already available before committing to a dedicated network.
This was part of the proposed operating model. Decisions about a specific facility, provider and commercial agreement would follow the requirements of the chosen sales route.
The new plan
What changed: one coordinated European plan.
The work produced a business plan connecting the headquarters and holding structure, the later logistics phase and the retail expansion direction. The family could assess these choices together, rather than treating its original France-first approach as a fixed constraint.
The tangible outcome described here is the strategy and planning work: a different route for the next investment decisions.
The commercial lesson
The first country on the map should earn its place.
A familiar destination can become an expensive default if the commercial route and operating model do not fit. Before committing again, test the market, the channel, the delivery model and the responsibilities behind them.
Your first sales market, headquarters and fulfilment base do not have to be in the same country. They do need to work as one business.
Scope: expansion strategy and business planning. The client’s identity is withheld; the locations describe the proposed plan.
Continue exploring
Before you invest in another market attempt, test the plan behind it.
Tell us what you sell, where expansion has stalled and what you need to decide next. We can help assess the market choice and the business needed to support it.