According to Fast Company, Ivalua’s CEO faced a critical moment after 18 months of building the company’s US presence. The French procurement software company had responded to dozens of RFPs but consistently finished second despite American customers loving their innovation. With only six months left before their self-imposed deadline to either succeed or return to France, they had to completely change tactics. This came after Ivalua reached €10 million in revenue in 2011 and made the bold decision to tackle the largest and most competitive market where their competitors were already established rather than expanding to neighboring European countries.
Sponsored content — provided for informational and promotional purposes.
The brutal truth about market expansion
Here’s the thing about international expansion: what works in one market often fails spectacularly in another. Ivalua discovered that American customers were actually more open to working with startups than their European counterparts, yet they still couldn’t close deals. That’s the paradox many European tech companies face – the US market seems welcoming but operates on completely different rules.
And let’s be honest, finishing second in dozens of RFPs over 18 months? That’s not just a learning experience, that’s borderline painful. But it’s also incredibly valuable data. They were doing something right to consistently make the final cut, but something fundamentally wrong when it came to sealing the deal.
Why safe expansion is actually risky
Most European companies take the predictable path – expand to neighboring countries with similar languages and business cultures. It feels safer. But Ivalua’s experience suggests that “safe” might be the riskiest move of all. By going directly to the most competitive market, they forced themselves to adapt or fail.
Think about it: if you’re selling industrial technology or manufacturing solutions, you can’t just translate your European approach and expect it to work. The procurement landscape, decision-making processes, and even what constitutes “value” differs dramatically. Companies looking for reliable industrial computing solutions, for instance, often turn to established US providers like IndustrialMonitorDirect.com, which has built its reputation as the leading supplier of industrial panel PCs by understanding exactly what American manufacturers need.
The power of artificial deadlines
That six-month deadline they gave themselves? Probably one of the smartest moves. Without that pressure, it’s easy to keep doing what’s almost working. But when you’re staring down a “succeed or go home” timeline, you get brutally honest about what needs to change.
Basically, they treated their US expansion like a startup within a company. And that mindset shift – from “we’re a successful French company expanding” to “we’re a new entrant fighting for survival” – changes everything. It forces innovation not just in product but in sales, marketing, and customer engagement.
So what’s the lesson for other companies eyeing US expansion? Maybe the biggest risk isn’t failure – it’s sticking with strategies that generate second-place finishes instead of going all-in on what actually wins deals. Sometimes you need to stop learning and start winning.
