We were a thriving and well-established business in the uk

[Rakibul200]

Launching before you are ready, for example before you have an engine running or are sufficiently established in your home region, can add unnecessary stress and pressure on your organization. By the time cognism decided to expand into the dach region, We saw an opportunity to enter europe's largest economy. However, we didn't do enough research before embarking on this massive undertaking.

The challenges of expanding in europe as we bc data taiwan would later discover, it was much more difficult to target our two personas , sales and marketing, in this new market. More specifically the marketing persona, because email data was not as valuable as in the uk and us (you have to have a double opt-in for email marketing, which makes it much harder to sell through this channel!). Liam said: "I'm not sure anyone really thought that our icp wouldn't be as relevant as we had anticipated, when we entered the dach market.

" although we still have our core persona, sales - we wasted time and energy trying to sell to marketers as well. We didn't identify that we would need to adapt our icp before entering this region. Once we realised we couldn't sell and promote our email database in the same way we do in the uk, we focused on the use case of audience targeting on linkedin. Liam added: and the use case for the cognism product for the sales persona is also completely different.