International Business
Development Outsourcing

Enter a new market without building a permanent local office

Outsourcing international business development can be the practical first step when a company wants to test demand, identify local partners or develop qualified opportunities before committing to a permanent office. Building a local office provides direct control and a long-term base, but it also requires a permanent structure, local hiring and ongoing operating costs. Gedeth Network acts as an on-demand export department, supporting market selection, local network building, commercial development, negotiation and follow-up across target markets.

How Gedeth supports international business development

Gedeth combines market selection, sector and country analysis, local network building, market-entry planning and commercial development in one process. The work can include identifying distributors, clients and strategic partners, then supporting negotiation, follow-up and the next commercial decision.

Outsourcing or your own local office?

Neither route suits every company. It depends on how much market evidence you have, how committed you are to the market and how much of the operation you need to control directly.

Flexible entry

Outsourced business development

Cost
A defined external service, with no permanent local structure.

Commitment
Step by step, while you test demand.

Control
Scope, goals and reporting agreed with your partner.

Flexibility
The scope adjusts as you learn which markets are worth pursuing.

Best for
Market entry, partner search and specific opportunities.

Permanent presence

Your own local office

Cost
A local entity, local hiring and ongoing running costs.

Commitment
Long-term, once demand is validated.

Control
Direct management of your own team and operation.

Flexibility
Harder to change once the structure is in place.

Best for
A stable market position that justifies a permanent team.

The choice can be staged. An outsourced phase often builds the evidence that later justifies opening an office.

When does each route fit?

Treat market entry as a sequence of decisions, not a single bet.

01

Validate the market

Choose the market and sector before committing to a structure.

02

Prove commercial fit

Meet distributors, clients and partners, and open qualified opportunities.

03

Choose the structure

Continue outsourced, adjust the approach or open your own office.

Outsource if your question is still whether and how to enter the market.
Open an office if your question is how to scale an operation that already works.

Market Selection

Identification of the most relevant markets aligned with the product or service.

Sector & Country Analysis

Analysis of the sector and local market to define the right entry strategy.

Local Network Building & Promotion

Connection with distributors, clients and strategic partners in the target market.

Market Entry Plan

Definition of objectives, strategy and a structured implementation plan.

Commercial Development

Negotiation, follow-up and development of qualified opportunities in target markets.

Proof from an Australian company entering Spain

Project background and objective

Following a recommendation from Austrade, Elite Pool Covers, an Australian company, asked Gedeth to identify distributors in Spain for its high-end pool cover fabrics. Gedeth searched and selected potential distributor companies and provided continuous commercial support throughout the process.

Execution and commercial support

Gedeth searched and selected potential distributor companies and provided continuous commercial support throughout the process, with direct support from Álvaro Marino and the team.

What the project shows

The project established a foundation for Elite Pool Covers’ entry into the Spanish market and supported its future international expansion. It shows the outsourced model in concrete terms: an overseas company used an external partner to identify local distributors and receive ongoing commercial guidance in the target market.

Linkedin

Álvaro Marino

Head of Business Development

Consultant with more than 25 years of international experience in financial management and market development. He has worked at IBM and advises companies and startups on their entry into the European market. At Gedeth Network, he supports market entry and establishment projects in Spain.

Get in touch

Define the first phase before work begins

An outsourced phase should end with a decision, not just a list of activities. Gedeth agrees the review criteria with you at the start.

Qualified conversations

Meetings with the agreed type of prospect, distributor or partner.

Relevant partners

Distributors, clients or strategic partners identified and assessed.

Open opportunities

Opportunities that meet the agreed qualification criteria.

A clear next step

A recommendation, based on market feedback, to continue, adjust the approach or open a local structure.

Discuss your market entry

Clients feedback

"Gedeth supported our Australian company in identifying a distributor in Spain and managing the full expansion process. They were instrumental to the project, ensuring a seamless and successful execution. I highly recommend their expertise."
John Webb
John WebbDirector, Elite Pool Covers