An engagement for a MedTech company whose product was solid and well established in France, but whose European expansion had been built without a real growth architecture.
The potential was European. The rollout model, on the other hand, was still too uniform.
The company had managed to build a solid model in France. It had never built a real international go-to-market.
An exportable model can't be declared: you first have to know what each country expects, what it rejects, and how mature it is.
A constant message and a homogeneous promise across the continent, with proof points adapted to each country's expectations and requirements.
Harmonised listings, branded pages, enriched content, country-by-country segmentation and a governed promotional cadence to prevent price gaps.
Define what the local agencies own, what belongs to the country managers, and what must stay in the flexibility of the field.
An experience adapted to each market's expectations and habits, rather than a uniform copy of the French site.
Bringing content and processes into compliance with each target country's specific requirements.
Sites designed for each market, with journeys, content, offers and messages adapted to local habits, while keeping a shared architecture and governance.
A media strategy structured and coordinated at the European scale, rather than fragmented by country.
Optimizing product pages and A+ content to strengthen marketplace traction.
Setting up centralized governance to align local agencies on a single strategy.
Local campaigns that perform better and pay back faster
Strategies adapted to the specifics and potential of each market.
Marketplaces turned into genuine growth drivers
A structured presence, stronger steering and accelerated commercial traction.
Country sites designed to convert locally
Journeys, content and offers adapted to each market's habits.
A clear go-to-market steered country by country
Teams and agencies realigned around one strategy, shared priorities and common indicators.
Structuring an international expansion almost always means taking freedom away from teams that had a great deal of it, and justifying that.
Replicating what works in France is faster, cheaper and reassuring internally: the model has already proven itself.
Build a shared architecture but genuinely local execution, even if that slowed the first months of rollout.
Centralising governance risked demotivating country managers used to deciding alone and judged on their own results.
Set a common frame on positioning, message, price and assets, while explicitly leaving the field free on everything else.
Each country defended its own promotional rhythm to hit quarterly targets, including at the cost of price gaps between markets.
Impose strict pricing rules, accepting a short-term shortfall to preserve the brand's coherence and credibility.
