For most corporations originating outside of Europe, the domestic and the US markets have been the initial and primary focus. Beyond a stage in the company’s maturity, diversification through geographic spread becomes imperative in the interests of both growth and risk reduction. However, Europe is a ball game very different from other markets, apart from individual diversities within member countries or group of countries. Most significant 30 of the entire continent of Europe have a combined GDP of €12 trillion.

However, that GDP alone is not enough to take the plunge. There are individual characteristics of countries and groups of countries based on culture, demographics, language, business climate – to name a few – that can be used to identify whether a certain region is serviceable with a given product or service. Excluding the southern countries (Italy, Spain, Portugal) out of the equation, Continental Europe can be classified into 3 major clusters – the DACH region comprising of Germany, Switzerland and Austria; the Nordic region comprising of Sweden, Denmark, Finland and Norway; Benelux comprising of Belgium, The Netherlands and Luxembourg.

For a technology company, the logical clustering makes business sense. It not only eases the coverage for representation, but also poses a challenge of selection of representation with the geo-group. For instance, in very tangible business terms, having a presence in Malmo, Sweden includes Denmark in its catchments area. A Copenhagen presence would help cover the critical business belt of Sweden. A good reference in Germany can translate to respect in Austria. For starters, a reference in Sweden is recognized in Finland. A local service delivery center in Iceland, for Nordic coverage is an option for established players with customers spread in that region. Business potential in Belgium can be generated through an establishment in France. Where to set up shop in Netherlands is a no-brainer, but for Germany, the dilemma is one that is perennial as well as multi-optional. The Dutch will let you provide your service independently from your local quarters, but the Finnish will require a high degree of control. The list of comparisons, contrasts and eccentricities is both overwhelming and exciting with its immense possibilities and lessons.

It is vital to have a good understanding of intra-nation and cross-border possibilities in the now borderless EU before even drafting a plan for entering Europe...

All this being just a few aspects of generating, growing and sustaining business in Europe implies that a certain organizational readiness is required to succeed here. It requires an organization that can be and can do many different things at the same time with a single underlying theme. To businesses, Europe is a highly rewarding challenge that sounds a lot like this – Catch me if you can!