Why an Unclear Go-To-Market Goes Nowhere in Europe
Read Time: 6 minutes
Entering Europe without a clear plan is like setting sail without a compass. Too many chemical firms have learned the hard way that without clarity, your go-to-market goes nowhere. In the past, a lot of companies simply took an “export-first” approach – ship products abroad and hope for the best. It sounds straightforward, but this ad hoc method often led to disappointment. Today, let's challenge that old thinking.
Did you know? 65% of chemical executives from Asia and the Americas consider Europe’s complex regulatory environment and market-entry planning to be the greatest challenge in expanding their sales footprint.
In other words, more than two-thirds of companies like yours feel unsure about how to approach the European market, and that confusion stalls their success. It’s time to disrupt the notion that you can wing it in Europe. Modern EU customers are far more demanding – they expect you to come prepared with compliance paperwork in order, a clear value message, and a local strategy. Simply put, Europe is not a “just export and see” market anymore.
“A U.S. company expanding into Europe risks failure if it assumes that a strategy successful in the U.S. will work across all European markets... Europe is not one market – it’s an aggregate of 27 markets.”
This insight from a global expansion expert highlights a key point: what worked for you elsewhere won’t automatically work in Europe. An approach that impressed buyers in Asia or America might fall flat with European buyers who speak different languages, follow strict regulations, and have their own cultural quirks.
So, if you’ve been thinking, “We already sell in other markets, Europe will be no different,” it’s time to think again…
“If you don’t know where you are going, you’ll end up someplace else.”
– Yogi Berra
Four Go-To-Market Modes. Which One Are You In?
Let’s shed light on the four common modes of go-to-market (GTM) approach we see among chemical companies trying to enter Europe. Each mode comes with its own outcomes – from strong market penetration to total drift. See if you recognise yourself in any of these:
Market Penetrator: This is the ideal. You have a clear strategy and you execute it fully. Companies in this mode treat Europe as a priority, not an afterthought. They invest in understanding EU regulations, hire local experts or teams, and have a tailored plan for each target country or segment. As a result, they steadily penetrate the market – winning customers and building a reputation. They know where they’re going, and it shows. These firms often start by ensuring all compliance boxes are ticked (because without legal access, nothing else matters). For example, they secure REACH registrations or an Only Representative early, since “manufacturers... have to comply with REACH before they can sell their chemical products into the EU market. Non-compliance will attract... even an outright ban from selling into the EU”. With the legal groundwork laid, Market Penetrators then roll out localised marketing and establish reliable supply chains. The result? Real traction in Europe – clarity leading to success.
Accidental Success: Firms in this category didn’t exactly plan thoroughly, yet they stumbled into some wins. Perhaps a European distributor found them at a trade show and started ordering, or one big client in Germany showed interest out of the blue. For a while, sales might trickle in by luck or external happenstance. But here’s the danger: accidental success is not repeatable. These companies lack a cohesive GTM strategy, so their wins are patchy and not scalable. One year they might snag a few big orders, and the next year... nothing. Because there’s no systematic approach, they can’t explain why they won one deal and lost another. Over time, accidental success often fades – especially when competitors with real strategies show up. It’s like winning a raffle; nice if it happens, but you wouldn’t base your business growth on it. If your current European sales feel like “pleasant surprises” rather than a steady climb, you might be in this mode. The fix? Step back and build a proper strategy so those early wins turn into a sustainable business.
Strategy on Paper Only: This is the opposite of accidental success. Companies in this mode have a strategy document (sometimes hundreds of slides of it!) and talk a big game about their European expansion plan. But in reality, nothing concrete is happening on the ground. Maybe headquarters approved a GTM plan last year, but it’s just sitting in a folder. Or the plan is being half-heartedly executed without local adaptation – essentially, a check-the-box strategy with no real commitment. The result is a lot of “activity” with little actual market traction. It’s the classic case of motion without progress. We often hear things like, “We have a plan, but the European sales aren’t picking up.” That’s because a strategy that isn’t actively implemented or is too generic to matter might as well not exist. It’s just on paper. Remember the old proverb: “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” In other words, a brilliant plan means nothing if you don’t execute, and hustling without a plan is just chaos. If you suspect your GTM approach lives only in PPT slides and not in day-to-day actions, it’s time to breathe life into that plan – or rewrite it to be actionable.
Chaos and Drift: This is the worst of all worlds – no clear strategy and no effective execution. Companies in this mode are essentially throwing spaghetti at the wall to see what sticks. One month they chase a lead in France, the next month they drop everything to fulfil a one-off order in Poland, all without any overarching plan. Every opportunity, whether a good fit or not, is pursued frantically. Internal teams are confused (“What are we focusing on again?”) and resources are scattered to the winds. It’s chaotic. European prospects and partners pick up on this chaos too – they sense the company doesn’t really understand the market or have a long-term commitment. Deals fall through or never materialise at all. In the end, chaos leads to burnout and a reputation for unreliability. These firms drift aimlessly, often blaming the “difficult European market” for their lack of sales, when in fact it was their lack of strategy at fault. If this sounds uncomfortably familiar, don’t despair – acknowledging the chaos is the first step to escaping it. The cure is to stop, regroup, and chart a clear course (even if that means saying no to distracting “maybes”).
Which mode are you operating in today? It’s a crucial question, because only the first mode – being a true Market Penetrator with clarity – leads to lasting success. The good news is you can evolve from any of the other modes into a focused strategy with the right approach. How do I know? I’ve seen it happen.
It’s difficult to give real world examples, as everything is confidential. So, let me share a hypothetical scenario that illustrates how having a clear go-to-market (GTM) strategy can transform a company’s fortunes. Imagine we’re approached by a mid-sized specialty chemicals company from Southeast Asia – let’s call them ChemCo – looking to expand into the European market. ChemCo already has a popular industrial coating product and believes Europe is the next logical step. However, in this hypothetical situation, they initially follow a “Chaos and Drift” approach.
They assume that simply signing a small European agent and attending a trade fair will be enough. So, they partner with a Spanish distributor, ship over a container of product, and exhibit at a random expo in Germany to collect leads. But there’s no cohesive plan behind these activities – no specific target audience, no marketing materials adapted for the EU, and only a weak understanding of local regulations.
ChemCo’s brochures, for instance, are literally just translated word-for-word, lacking context for European buyers. As the months go by, sales remain minimal, and potential customers are wary because ChemCo seems unprepared for EU standards. The distributor in Spain can’t move the product, and a prospective client in France walks away after ChemCo can’t quickly address some technical compliance questions. It’s not long before ChemCo feels Europe is simply “too hard.”
Our initial assessment would be straightforward: ChemCo’s technology is solid, but their execution in Europe is missing structure and clarity on multiple fronts – regulatory compliance, market segmentation, product positioning, channel strategy, you name it. Together, we develop a new GTM blueprint:
Compliance and Certification
We start by tackling the trust factor. ChemCo would hire an OR in Europe to handle REACH registration thoroughly. This single move shows EU buyers that ChemCo respects local regulations and isn’t cutting corners. As the saying goes, “the ticket to access [the EU market] is REACH compliance,” so we make sure ChemCo has that ticket in hand.Focused Segmentation
Rather than chasing every possible coating application, we narrow ChemCo’s focus to two industries in Europe where its product has a real competitive edge (in this hypothetical, say automotive parts and specialty flooring). We research what these specific buyers want and confirm that while price matters, they place a premium on suppliers who can provide robust technical support and verifiable EU-standard compliance. This insight shapes a tailored, precise value proposition for those two industries. No more one-size-fits-all pitch.Localised Messaging and Channels
We overhaul their marketing materials to align with European norms: shorter, more accessible information, and an emphasis on “Fully REACH-registered and EU-compliant.” That phrase, as simple as it sounds, is often music to European buyers’ ears. We also develop localised websites in English because in Europe, potential buyers almost always want to verify suppliers online. Furthermore, we direct ChemCo’s marketing budget towards two specialised industry conferences (instead of random mega trade fairs) where our target audience hangs out.Partnerships
Rather than sticking to one small distributor or agent, we find strong distribution partners in key territories with established networks in the automotive and/or flooring segments. After some negotiation, ChemCo partners with a few distributor who can stock products, handle smaller orders efficiently, and offer customer support in local languages. This partnership instantly boosts ChemCo’s credibility; European clients now know they can rely on a local entity for orders and after-sales service. As industry veterans often say, “finding the right partners and nurturing those relationships remain crucial ingredients for success” – so we invest real time and effort in selecting and supporting this distributor.
Fast-forward 12 months, and the difference would be stark. ChemCo would go from almost no European sales to multiple repeat orders across multiple countries.
They would secure spots on approved supplier lists and, just as importantly, ChemCo’s management would feel in control of their European journey for the first time.
This hypothetical case underlines a fundamental truth: even a modestly sized overseas player can gain real traction in Europe if they develop and execute a clear, localised GTM strategy. By replacing chaos with clarity, ChemCo moves from drifting aimlessly to thriving in a highly competitive market.
How to Bring Clarity to Your GTM
By now, you might be thinking, “Alright, I get it – clarity is crucial. But how do I actually get that clarity for my business?” Don’t worry, here are some actionable steps to transform a muddled go-to-market approach into a focused game plan:
Audit Your Messaging and Value Proposition: Take a hard look at your pitch. Is it crystal clear what problem you solve for European customers and how you’re different? Remove any fluff or jargon that might confuse. Test your one-liner on someone who doesn’t know your business – do they get it instantly? If not, refine it. In Europe, remember that many readers speak English as a second language, so simplicity and clarity win. A confused buyer will not turn into a customer. As one marketer wisely put it, “Confusion doesn’t sell. Clarity does.” (And indeed, if a prospect can’t quickly grasp what you offer, they’ll move on.) Make sure all your materials – website, brochures, emails – highlight your compliance, quality, and reliability upfront, since those are big priorities for EU buyers.
Check Your Channels: How are you reaching prospects right now? If your strategy has been to rely on one distributor or just respond to incoming enquiries, it’s time to be more proactive. Consider a mix of channels: engaging local distributors (depending on regions/industries), participating in niche industry forums or LinkedIn groups where European industry folks gather, and attending targeted trade shows (virtual or in-person). Also, beef up your digital presence – many European procurement managers search online for suppliers. Do you show up where they’re looking? For example, ensure your company is listed in relevant industry directories or marketplaces. Map out these channels and assign responsibilities. Don’t try to do everything at once, but make sure you’re not just waiting for customers to find you.
Double-Down on Compliance and Certification: This cannot be overstated – compliance is your ticket to play in Europe. Audit your compliance status: Are all your key products registered under EU regulations like REACH? Do you have SDS (Safety Data Sheets) in the correct languages? If you’re not sure, get expert help now. Being proactive here turns a potential weakness into a strength. You can literally make compliance part of your sales story (“All our products are fully EU REACH compliant and meet ISO quality standards”). European buyers love to hear this because it reduces their risk. Plus, it’s far better to identify and fix any compliance gaps before a customer or authority points them out. This step is about ensuring no nasty surprises – for you or your customers. Remember our motto: “no compliance, no entry” – if you can’t prove your product is safe and compliant, you have no market. So, get those proofs in hand.
Map the Buyer’s Journey: Put yourself in your European customer’s shoes. How do they typically discover a new supplier? Who has to approve the purchase on their end? How long is their buying cycle? By mapping out each stage – Awareness, Consideration, Decision, and even Post-Purchase – you can identify where you need to engage them. For instance, in the Awareness stage, maybe they read industry magazines (should you try to get featured or run a small ad?), or they ask peers for recommendations (how’s your word-of-mouth?). During Consideration, they will likely want samples or trial orders – do you have a process to ship samples to Europe quickly? During Decision, they will definitely check your references or case studies – can you provide a European customer reference or at least a relevant success story (even if from elsewhere) that speaks to their use case? By mapping this out, you ensure no stage is neglected. It turns the abstract “GTM” into concrete touchpoints you can plan for.
Seek Local Insight: No one can afford to operate in a vacuum, especially not in foreign markets. Actively seek out people who understand your target market better than you do. This could mean hiring a local consultant for a few hours of their time, or talking to potential customers in a casual setting to get feedback, or even engaging with expat professionals from Europe who work in your industry. Their insights can save you from costly faux pas and reveal opportunities. For example, you might learn that in France, customers expect technical support in French – which might lead you to translate some manuals or have a French-speaking support line. Or you might discover that your product would actually fit well in an application you hadn’t thought of, which is common in that country. Local insight is the antidote to assumptions. And speaking of assumptions…
Be Data-Driven (and Beware of Assumptions): It’s easy to fall back on gut feeling or what worked in other markets. But as you refine your European GTM, let data guide you. This could be as simple as tracking which enquiries convert to sales, or which marketing channel brings the most leads, and then focusing on the winners. If something isn’t working, data will tell you (e.g. zero leads from that pricey trade show – maybe skip it next time). On the flip side, if one country is showing a lot of interest, dive deeper and invest more there. The key is to continuously learn and adjust. As one GTM advisor bluntly noted, “Assumptions are the mother of all **** ups. It is vital that you work on real data not just on opinion.”
Harsh, but true! Don’t assume you know the market; test and confirm. If you approach Europe with a learning mindset, your strategy will only get sharper over time.
By taking these steps, you’re effectively moving your organisation into the Market Penetrator mode. You’ll notice your team operates with more confidence and direction, and European customers will notice too – they’ll see a supplier that “gets it,” one that speaks their language (sometimes literally) and meets them where they are. Each action you take brings more clarity, and with clarity comes momentum.
Some Common Objections
Even with all this in mind, you might still have some nagging doubts. It’s normal – change is hard, and committing to a thorough go-to-market strategy might feel abstract or overwhelming. Let’s tackle two of the most common objections I hear from companies in your shoes:
Objection 1: “We already sell in other markets successfully. Europe will be the same.”
It’s true, your team likely has a wealth of experience in your home country or maybe in other regions. That’s fantastic – but it can also be a blind spot. Success in other markets can lead to overconfidence. Europe has some unique characteristics that require a fresh approach. For one, regulations in the EU are generally stricter than almost anywhere else – what’s allowed elsewhere might be restricted or require special clearance in Europe. Then there’s the fragmentation: Europe isn’t one single market but many, as we discussed. You might need multiple languages and localised tactics even within Europe. Also, buyer expectations differ. European B2B buyers tend to be quite risk-averse and detail-oriented; they often require extra assurance through trials, documentation, and references. So, while your past success is a great foundation, it’s dangerous to assume Europe will simply be a copy-paste of that. In fact, many a company has stumbled by trying to force-fit a U.S. or Asia strategy into Europe. Recall that insight earlier: Europe isn’t one homogeneous market, and a one-size-fits-all approach is “unlikely to be effective”. A humble approach – acknowledging that Europe is a new game – will serve you much better. Think of it this way: you’re not throwing away your expertise, you’re adapting it to a new context. By doing so, you actually leverage your strengths (quality products, operational know-how) in a way that European customers appreciate, rather than alienate them. And if you still have that voice saying “But we’ve always done it this way…”, remember that every market entry is a learning experience. Europe can become another success story for you, but likely not by doing exactly what you did elsewhere. Embrace a tailored strategy and you’ll multiply the value of your existing experience.
Objection 2: “All this GTM stuff sounds too abstract. We just need to sell more.”
I get it – terms like “go-to-market strategy” can feel buzzwordy. At the end of the day, you want tangible results: more customers, more revenue. Here’s the thing: a good GTM strategy directly leads to those tangible results by serving as a blueprint for how to win customers. If it ever sounds abstract, it’s only because we haven’t broken it down enough (which we started doing in the steps above). Think of it this way: if selling more is your destination, then GTM strategy is the roadmap to get there efficiently. Without it, you’re just hoping you stumble upon the destination. Sure, you might get somewhere by luck, but you’ll likely burn a lot of fuel (time, money) in the process and end up lost. By mapping out things like who your ideal customers are, how to reach them, what message to send, and how to support them, you remove a lot of the guesswork from sales. That’s not abstract at all – it becomes a series of concrete actions and processes.
If someone says “Just send the sales team and see what they land,” I’d argue: would you build a chemical plant without a detailed plan? Probably not, because it would be chaos and costly mistakes. The same goes for building a market presence. Also, a solid GTM plan doesn’t mean bureaucracy or inflexibility. In fact, it should be modular and data-driven – meaning you can adjust the pieces as you learn (as opposed to ad hoc chaos, where you don’t even know what’s working or not). When you implement a GTM strategy, you’re not adding theory on top of your business – you’re actually removing confusion. Your team will know what to do next, your budget will be spent on purpose, and your customers will sense the coherence. So, far from being fluffy, a clear go-to-market strategy is one of the most practical tools you can have. It turns “sell more” from a wish into an actionable plan.
One more note on this: It’s okay to start small. Your GTM strategy doesn’t have to be a 50-page masterpiece from day one. It can begin as a one-page outline that grows more detailed as you go. The key is that you and your team share the same clarity on direction. Once that’s in place, I promise the “abstract” feeling fades, and it becomes very real when you see the results.
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So, there you have it…
A journey from chaos to clarity in bringing your chemical business to Europe.
The core concept worth repeating is: Without clarity, your go-to-market goes nowhere. Clarity is the difference between random acts of sales and a scalable business in Europe. European markets reward those who do their homework. When you present a clear, confident GTM approach, buyers sense it. They see a supplier that understands their needs, speaks to their concerns (like safety standards, reliability, local service), and has a plan to deliver. That builds trust, which is the foundation of any B2B relationship. On the flip side, if your approach seems haphazard or confusing, even if unintentionally, it raises red flags. Customers think, “If they can’t sort out their own strategy, how will they be a reliable partner for us?”
Clarity in GTM also rallies your own team. It’s much easier to motivate and align everyone – from your regulatory folks to your sales reps – when they all know the playbook and see progress happening. It creates a sense of purpose and momentum. And as momentum builds, success begets success: your early wins (even small ones) become case studies and references that feed into marketing, which attract more wins, and so on. That positive cycle only starts turning when the initial push of a clear strategy is in place.
To put it simply, clarity turns the unpredictable into the achievable. Instead of gambling on the next lead or the next market, you are actively engineering your success in a methodical way. In the competitive and often complicated European chemical sector, that clarity is a breath of fresh air to buyers and a strategic edge for you.
I hope this deep dive has sparked some reflection on your own go-to-market approach. Perhaps you’ve identified a few gaps to close, or maybe it reaffirmed what you’re already doing right. I’d love to hear your perspective. Have you ever felt “lost” in a new market, or conversely, seen the benefits of a well-laid plan? What challenges are you facing in crafting your European GTM, and what tactics have worked for you so far?
Feel free to share your experiences or ask questions directly. And if you’d like to discuss your go-to-market strategy one-on-one, send me a message. I’m always happy to talk through ideas and help however I can. After all, my goal with these weekly insights is not just to talk at you, but to start a dialogue and support your journey in expanding to Europe.
Remember, every market leader in Europe started somewhere – and many began as outsiders who had to learn the ropes. What set the successful ones apart was clarity of vision and execution. So, ensure your go-to-market isn’t going nowhere, but somewhere great. I’m excited to see where your clarity takes you – and I’m here to help you navigate the course.
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Thanks for reading, and see you next week.
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