Bill Kenney: Hi, and welcome to the next episode of Belly2Belly. Today, we’re diving into where sales fits into a US market entry expansion. I’m thrilled to be joined by Lars Asbjornsen and Thomas Riebs from Traksjon. Welcome to both of you.
Lars Asbjornsen: Thanks. Great to be here.
Thomas Riebs: Thank you.
About Traksjon
Bill Kenney: Before we get into today’s topic, could one of you briefly explain what Traksjon does for our audience?
Bill Kenney: Fantastic! With your company’s name being Traksjon, today’s discussion seems particularly relevant. Our audience consists primarily of B2B and B2G companies expanding into the US. From what I’ve seen, many guides for entering the US market, whether from agencies or service providers, often overlook the importance of sales or treat it as secondary. What are your thoughts on that?
Lars Asbjornsen: I think there are a couple of reasons for that. One is that people offering advice assume companies already have a go-to-market strategy and know how to enter the market. These guides are tools to help with scaling, legal matters, and so on. But, many companies get caught up in setting up accounting services, incorporation, and everything else, while forgetting the most critical element—sales. Without sales, none of the rest matters. You need a clear strategy for generating revenue because, as the saying goes, “Revenue cures all else.”
Thomas Riebs: Exactly. And to build on what Lars said, companies often forget that you don’t have to capture the entire US market right away. Start with one customer. Focus on converting that first lead rather than getting overwhelmed by big numbers.
Be Careful Not to Get Distracted
Bill Kenney: You mentioned during prep that the items on checklists—like legal formation and regulatory compliance—are easier to check off than the actual process of making sales. Could you elaborate?
Thomas Riebs: Absolutely. Tasks like setting up your company in Delaware are straightforward. No one’s rejecting you when you file paperwork. But going out to a trade show, meeting prospects, and trying to make a sale—that’s tough. Rejection is part of sales, and it’s much harder than administrative tasks. The hard part is turning all the framework you’ve built into actual revenue.
Lars Asbjornsen: Exactly. It’s easy to buy services like accounting or office space. But sales aren’t something you can purchase; you have to go out, meet customers, and build relationships. You need to have a sales strategy in place alongside everything else.
Do the Priorities Change Based on Industry?
Bill Kenney: I agree, sales have to be earned. But, I’d imagine that the priority might change depending on the industry, right? For example, in sectors like life sciences or energy, where product development takes years, wouldn’t the strategy differ?
Lars Asbjornsen: Yes, in those industries, it’s a different game. Larger companies with substantial resources can afford long-term strategies. But for small to medium-sized companies with limited budgets, they need to focus on driving cash flow and generating revenue sooner.
Thomas Riebs: Even in life sciences, companies still engage with customers during product development through trials and feedback. So, sales and customer engagement remain important, even if the timeline is different.
So, Where Should Sales Fit?
Bill Kenney: So, where should sales fit in the priority list for an early-stage market entry company?
Lars Asbjornsen: Sales should be front and center. One approach we use is working backwards—writing a press release 18 months into the future to outline the company’s goals. Then, we work backward to figure out the steps needed to achieve those goals, prioritizing tasks based on impact and cost.
Thomas Riebs: This process forces companies to focus on the practical steps they need to take to generate revenue, rather than getting distracted by less critical tasks.
Lars Asbjornsen: Exactly. It also helps companies articulate how they’re different from competitors in a way that resonates with customers. If you can’t do that, you might need to rethink your market entry strategy.
Bill Kenney: That makes a lot of sense. Stephen Covey’s Seven Habits of Highly Effective People has a similar approach—begin with the end in mind. Well, thank you both for the fantastic conversation. We’ll include your contact info in the description, and I encourage anyone with questions to reach out. Thanks again for joining us.
Lars Asbjornsen: Thank you for having us.
Thomas Riebs: Thanks, Bill.
Summary:
- Sales should be prioritized early in a US market entry strategy, especially for smaller companies.
- Administrative tasks are easier to check off but don’t replace the importance of actively engaging with customers.
- Start small, focus on converting the first customer, and build a strategy that balances long-term vision with immediate sales efforts.
How to Get US Sales Traction Resources
For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction
About
MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation: bill@meetroi.com or +1 (860) 573-4821.
