Orientation Call

Expansion in Asia: Structured, locally anchored and low-risk growth in Asia

Market entry in Asia - especially in China - is complex. Different regulations, cultural differences, high speed and local networks make the difference between success and failure.
SIBA SWISS does not accompany you alone, but together with the teams in your target market. Our local branch SIBA CHINA is an integral part of every project, from the initial assessment through to operations.

Schedule an orientation call

 

Shanghai skyline, symbolic image of Asian expansion

China is not a market for experiments. Successful companies combine clear decisions in Switzerland with local implementation expertise in China.

Contact for Market-Entry SIBA China Iwan Wuelser

Iwan Wuelser
CEO of SIBA CHINA (Shanghai)

This is how we work:

Together we support you with

  • Market and competition analysis
  • Location and partner scouting
  • Company foundation and setup
  • Staff development and HR structures
  • Navigation through regulation, culture and business practice

Result:

A market entry that is not planned theoretically, but implemented locally and realistically.

Readiness & decision making

Not every company is immediately ready for Asia. And not every idea fits every market. In workshops and readiness checks, we create clarity before investments are made. We check together with SIBA China:

Market and product fit

Organizational and resource readiness

Cultural and operational challenges

Our goal: well-founded decisions instead of expensive learning curves.

Orientation meeting on expansion in Asia

Gain clarity. Define the next steps.

In a 30-minute, non-binding orientation meeting, we clarify together
whether and how an expansion to Asia makes sense for your company and which next step is the right one.

FAQ: Expansion into Asian markets

Is China always the first step for expansion into Asia?

For many companies, yes - but not for all.

China is often a suitable first step because it acts as a large market, production location and innovation hub. At the same time, for many companies China is also a strategic hub for further expansion into other Asian markets.

Together with our teams, we check whether China is the right place to start or whether another market is better suited to your strategy.

How does SIBA Swiss support expansion into Asian markets?

SIBA Swiss coordinates the expansion from Switzerland and works closely with local SIBA hubs and partners in the target market.

Among other things, we support

  • the gradual expansion into other Asian countries

  • the selection of suitable target markets

  • the development of local structures, teams and partnerships

  • the transfer of know-how, processes and organization from existing markets

Can China be used as a regional hub for Asia?

Yes, for many companies China is a sensible starting point for tapping into other Asian markets.

Existing structures, teams and partners can be used or adapted in a targeted manner to make market entry into neighboring countries more efficient.

SIBA Swiss and SIBA China support you in using China strategically as a hub - without unnecessary duplication of structures.

How is local market knowledge ensured in other Asian markets?

We do not work with generic concepts, but with local teams and partners on the ground.

Depending on the target market, we integrate suitable SIBA hubs or experienced local experts who:

  • the market

  • the culture

  • the authorities

  • the local business practice

and are actively involved in implementation.

Who controls the expansion - Switzerland or the target market?

Project management is carried out centrally by SIBA SWISS in Switzerland.

Operational implementation is carried out locally in the respective target market - for example by SIBA China or other regional partners.

This is how we combine:

  • Swiss project management and planning security

  • Local market, cultural, official and business culture expertise

How is know-how transferred between markets?

Existing experience, structures and teams from China or Europe are specifically analyzed and - where appropriate - transferred to other markets.

In this way we avoid

  • double learning curves

  • unnecessary costs

  • inconsistent processes

and enable controlled, scalable expansion in Asia.

Is gradual expansion possible or does it all have to happen at once?

Gradual expansion is not only possible, but expressly recommended.

We deliberately focus on organic growth, in which markets are developed one after the other and evaluated on an ongoing basis.

This allows companies to retain control at all times:

  • Investments

  • resources

  • risks

Which companies are suitable for expansion into other Asian markets?

For companies that:

  • want to enter new Asian markets in a targeted and controlled manner

  • have already gained initial experience in China or Asia

  • want to use China as a springboard

In a joint discussion, we clarify which next step makes strategic sense.

How do we reduce supply chain risks (delivery capability, quality, costs) when expanding into Asia?
We carry out a supply chain risk analysis and define critical parts/processes (single points of failure), including quality and supplier audits. We then implement specific measures: Dual sourcing, safety stocks, clear QA gates and contract standards.
Which de-risking strategy makes sense (dual sourcing, China+1, nearshoring) - and how do we implement it pragmatically?
We choose the strategy based on costs, lead time, compliance risks and customer requirements - not on gut feeling. We then implement a phased rollout (pilot → second source → scaling) without jeopardizing day-to-day business.
How do we ensure compliance & resilience (customs duties, expo
We build a "compliance by design" setup with clear checkpoints in procurement, sales and IT so that risks are intercepted at an early stage. At the same time, we keep processes lean so that decisions can be made quickly and you don't put the brakes on growth.