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When international companies consider entering the Nordic markets, one of the first concerns is whether local buyers will trust a foreign provider.

It is a natural question. In markets where relationships, trust, and reputation are so important, do you stand a chance if you are not already part of the local network?

Mik Lokdam from VAEKST has worked with more than 150 international B2B brands across Denmark, Sweden, Norway, and Finland. His perspective is clear: Nordic buyers do prefer local providers when the choice is easy.

But at the end of the day, the deciding factor is not nationality, but quality and value for money.

Local preference exists, but it is not absolute

Of course, buyers would rather deal with someone they can meet easily, who speaks their language, and who understands the cultural nuances.

Being local lowers the perceived risk. There are no concerns about tariffs, regulations, or time zones. Communication is smoother, and the sense of familiarity makes the decision easier.

But that does not mean foreign companies are locked out.

Mik emphasizes that Nordic buyers are rational and pragmatic. If a foreign provider clearly offers a better solution — whether in terms of quality, innovation, or price — then that will win the deal.

The local advantage matters, but it is not decisive if you bring something truly valuable.

Quality and value over geography

In practice, this means that foreign companies have to lead with the strength of their product or service.

What problem do you solve better than anyone else? What makes you worth the extra step of working across borders?

If you can demonstrate clear value, buyers will listen. The Nordics are not protectionist in spirit. These are open economies built on trade, used to dealing with international partners.

What matters is whether your offer stands out.

The importance of showing up

That said, one piece of advice comes up again and again: you need to show up in person.

Nordic buyers are unlikely to commit to a new foreign supplier purely over video calls and emails. Meeting face to face, shaking hands, and building rapport are essential steps.

Mik advises foreign companies to plan trips where several meetings can be arranged over a few days. Even one or two days on the ground can make a big difference. Being physically present signals commitment.

It reassures buyers that you are serious about the market.

Cultural nuances in each country

There are also subtle differences between the countries.

In Sweden, decisions are consensus-driven, which means you may need to convince several stakeholders. In Denmark, buyers may be harder to reach initially, but once they are interested, decisions can move faster.

Norway’s buyers are pragmatic but cautious, and Finland’s are direct and open once trust is built.

Understanding these nuances helps you navigate the “local versus foreign” dynamic. If you come across as respectful of culture, willing to listen, and able to adapt, you bridge much of the gap that being foreign creates.

Case references matter

One of the strongest ways to overcome the local preference is to show proof that you have already worked successfully in the Nordics.

A case study from Sweden can open doors in Denmark. A Danish client’s logo helps in Norway. Buyers are reassured when they see that their peers in neighboring countries have trusted you.

If you are completely new, references from other respected markets can also help.

But nothing beats local proof. That is why Mik often advises companies to start in the country where it is easiest to gain early traction, even if it is not the largest or most strategic.

Once you have that first Nordic case, expansion into the others becomes much easier.

The risk perception

Why do local buyers instinctively prefer local providers?

Because risk is lower. A local partner is easier to visit, easier to understand, and easier to replace if something goes wrong. For a foreign partner, the risks feel higher: delays in communication, misunderstandings, or unexpected costs.

That is why foreign companies must work harder to reduce risk perception. Clear contracts, transparent pricing, strong references, and reliable communication all help.

If buyers feel that you are just as reliable as a local provider, the barrier falls away.

When local truly matters

There are cases where being local is almost a requirement.

Highly regulated industries, sensitive government contracts, or services requiring constant on-site presence are difficult to win as a foreign entrant without establishing a local entity or partnership.

But in many industries, especially in technology and professional services, foreign providers can succeed if they bring clear value.

Nordic buyers are used to dealing internationally and will not reject you purely for being foreign.

The long-term investment

It is also important to see the question in terms of time.

At first, being foreign is a disadvantage. Buyers may hesitate. But once you have been active in the market for some time, once you have references and a presence, you are no longer seen as foreign in the same way.

You become part of the ecosystem.

That is why patience matters. The first year is about breaking in, building trust, and proving your worth. After that, you are no longer just a foreign entrant.

You are a known player with a track record.

Final thoughts

So do Nordic buyers prefer local providers over foreign ones?

Yes, when all else is equal, the local option feels easier. But all else is rarely equal. Buyers in Denmark, Sweden, Norway, and Finland ultimately care more about quality, reliability, and value for money than they do about nationality.

For foreign companies, the challenge is to reduce the perception of risk, show up in person, and prove credibility with references.

If you can do that, being foreign will not stop you. In fact, it may even work to your advantage if you bring something new and valuable to the market.

The Nordics are open, rational, and quality-driven.

Lead with value, invest in relationships, and the preference for local providers will not be a barrier to your success.

If you’d like to hear Mik explain this in his own words, watch the clip from our conversation below.

For more insights on entering the Nordic markets, visit Export Playbook and explore The Nordic Entry™, my step-by-step guide designed to help your company avoid costly mistakes when expanding into Scandinavia.

One of the most common questions international businesses ask is where to start in the Nordics: how to choose your first Nordic market.

The region is often spoken about as one market, but in reality, Denmark, Sweden, Norway, and Finland each have their own business culture, industry strengths, and buyer behaviors.

Choosing the right entry point can be the difference between fast traction and months of frustration.

Mik from VAEKST has helped more than 150 international B2B companies launch in Scandinavia. His advice is clear: there is no single answer. The right choice depends on your industry, your ideal customer profile, and how you plan to approach the market.

Still, there are some patterns that can guide foreign companies when making the decision.

The importance of your ideal customer profile

Everything starts with your ICP — the ideal customer profile.

Which industries are you targeting? What size of company is your best fit? Who are the decision makers? Once you know this, the map becomes clearer.

Denmark, for example, has a particularly strong life sciences cluster. If you are selling into pharma or biotech, that may be the natural entry point.

Sweden is an industrial giant with strong manufacturing and engineering sectors. Finland has a deep technology base and a reputation for innovation.

Norway, with its oil, gas, and energy ecosystem, is attractive for companies in resources and sustainability.

The first step is not to ask “which country is easiest,” but “where are my customers most likely to be?”

Ease of access and cultural openness

If you don’t have a natural industry fit, Mik recommends Sweden or Finland as good first steps.

These two markets tend to be more open culturally and easier to access as a newcomer. Getting meetings is simpler, and companies are generally receptive to international collaboration.

Denmark and Norway, on the other hand, can be more selective.

It takes more effort to secure meetings, and buyers can be cautious with new suppliers. That doesn’t mean they are closed — far from it. But as a foreign company, you may need more persistence and credibility before being invited in.

For many businesses, starting in Sweden or Finland provides the chance to build a Nordic footprint more quickly.

Once you have references in the region, it becomes easier to expand into Denmark and Norway.

Size versus speed

Sweden is the largest of the four countries, both in population and in the number of companies.

That alone makes it an attractive starting point. More potential customers mean more chances to test messaging and book meetings. Statistically, the funnel is wider.

But bigger does not always mean faster. Swedish companies are consensus-driven. Decisions often involve multiple stakeholders and can take longer. By contrast, Danish companies may be harder to reach initially but may decide faster once they are interested.

Finland combines openness with a relatively direct communication style, which some foreign companies find easier to navigate.

The trade-off is real: do you want the biggest pool of prospects, or the quickest path from meeting to deal?

Physical proximity and travel

Practical considerations also matter.

If you plan to travel frequently, Copenhagen and Malmö are close together and well-connected internationally. Many foreign companies choose to set up in this corridor to cover both Denmark and southern Sweden. The ease of moving across the Øresund Bridge makes it possible to operate in two countries almost seamlessly.

Stockholm and Oslo require more travel, but both cities are major hubs in their own right.

Helsinki is a bit further, but the technology ecosystem there attracts many international businesses that find the trip worthwhile.

The point is that “the first market” is not only about customers, but also about how easily you can reach them and establish relationships.

Building credibility step by step

Mik notes that for many of his clients, the first Nordic market is not the end goal but a starting point.

Once you have a presence in Sweden, it becomes easier to approach prospects in Denmark and Norway. Buyers are reassured when they see that you already work with other Nordic companies. The same is true in reverse.

A reference in Copenhagen helps open doors in Stockholm.

That is why he often advises companies to start where it is easiest to get traction, even if it is not the largest or most profitable country at first.

Early wins create credibility, and credibility shortens sales cycles everywhere else in the region.

The danger of treating the Nordics as one market

A common mistake is to assume that Denmark, Sweden, Norway, and Finland are culturally interchangeable.

They are not. Mik warns that sales strategies copied directly from one to another often fail.

• Swedes value consensus and polite persistence.
• Danes prefer straightforward discussions and dislike being oversold.
• Norwegians are pragmatic and careful with risk.
• Finns are direct but value long-term trust.

Understanding these differences can save months of wasted effort. More importantly, it highlights why choosing the right entry point matters.

The same approach will not work equally well everywhere.

Test before committing

For companies unsure where to begin, a practical approach is to test all four in a limited way.

Run campaigns in parallel, see where you get the most traction, and then double down. This requires more upfront budget, but it reduces the risk of betting on the wrong horse. Within a few months, you will have clear data on which market responds best to your value proposition.

This data-driven approach also fits well with the Nordic mindset.

Buyers appreciate companies that come prepared, show understanding of their market, and have already proven success elsewhere.

Long-term vision

Ultimately, the goal is rarely to operate in just one Nordic country.

The region is small compared to Germany, France, or the United States. But the combination of high GDP per capita, global credibility, and strong willingness to pay for quality makes it attractive. The smart strategy is to think of the Nordics as a four-country journey.

Where you start matters, but the destination is regional presence.

Final thoughts

So how should a foreign company choose its first Nordic market?

The answer lies in a mix of industry fit, cultural openness, funnel size, and practical access. If your sector is concentrated in one country, start there. If not, Sweden or Finland often provide the easiest entry point. Denmark and Norway may take more persistence but offer strong buying power once trust is built.

What matters most is not the country itself, but the mindset you bring.

Do your research, understand your ideal customers, and be ready to adapt to cultural nuances. Think long term.

Your first step in Scandinavia should not be your last, but the beginning of a journey across a region that rewards patience, credibility, and quality.

If you’d like to hear Mik explain this in his own words, watch the clip from our conversation below.

For more insights on entering the Nordic markets, visit Export Playbook and explore The Nordic Entry™, my step-by-step guide to help your company avoid costly mistakes when expanding into Scandinavia.

When foreign companies consider entering the Scandinavian markets, one of the first questions they ask is how long it will take before deals start closing and revenue starts flowing.

The answer is rarely what they expect.

Mik Lokdam, co-founder and CEO of VAEKST, has worked with more than 150 international B2B brands expanding into the Nordic region.

His perspective is shaped by hundreds of sales campaigns across Denmark, Sweden, Norway, and Finland. When asked about timelines, his answer is straightforward: for complex B2B sales, expect seven to twelve months from the very first contact until the contract is signed.

This time horizon surprises many.

In their home markets, companies might be used to closing deals in a matter of weeks or a few short months. In Scandinavia, patience is part of the game.

Understanding why this is the case is crucial for any business hoping to succeed here.

The nature of long sales cycles

The first factor is the contract size.

High-value B2B contracts simply take longer to negotiate. They involve more stakeholders, more internal decision-making, and a stronger demand for building trust. Scandinavian companies are careful buyers.

They are not afraid to pay for quality, but they need to be confident that a new supplier or partner is the right fit.

Mik points out that you may start seeing activity earlier. Leads can be generated and meetings booked within the first one to two months. That part is achievable if the outreach and marketing are done correctly. But turning those initial interactions into revenue takes much longer.

Discovery calls need to be followed by further meetings, proposals, evaluations, and, in many cases, several rounds of internal approvals.

The role of trust in the Nordics

In Northern Europe, business is built on trust and credibility.

Unlike in more transactional markets, where a good pitch can secure a quick deal, Scandinavians want to establish a long-term relationship. They are cautious about whom they commit to and prefer to work with partners who can demonstrate reliability over time.

This means that your first months in the market are not about pushing for quick sales, but about building a solid pipeline and showing consistency.

Weekly follow-ups, clear communication, and delivering on every small promise all contribute to the slow but steady accumulation of trust.

Without this patience, companies often walk away thinking the market is closed, when in fact they gave up too soon.

How it compares to other regions

For companies used to operating in the United States, the difference can be striking.

The American business culture rewards speed and experimentation. Deals can be signed quickly, and switching providers is common. In Southern Europe, decisions might also be fast, but they can be unpredictable, based on personal relationships or sudden shifts in priorities.

In the Nordics, predictability is high, but speed is low.

Once you are in, clients tend to be loyal, and contracts are long-lasting. But getting there is a test of patience. Mik’s advice is clear: plan for at least nine months of liquidity before expecting signed deals.

Treat the first year as an investment in relationship building rather than a profit center.

Industry differences

Not all industries face the same timeline.

Companies selling smaller B2B services or lower-value technology products may see deals close faster. Consumer-facing products can also move quickly if the marketing is effective.

But the more complex and expensive the offering, the more you should expect the seven to twelve month window.

Life sciences, heavy industry, and professional services are sectors where patience is especially critical. Decisions are risk-heavy, contracts are significant, and no company wants to make the wrong choice.

The sales cycle reflects the size of the commitment.

What can companies do during the waiting period?

The danger is to see those early months as wasted time.

In reality, they are essential. Mik advises that companies use the first quarter to test different segments, value propositions, and sales pitches. Which messaging resonates? Which industries respond best? Where are the open doors?

By the third month, you should already be able to see patterns that help you focus your strategy.

This testing phase prevents wasted effort later on. Instead of committing to one assumption about the market, you learn quickly and adjust.

That way, when the long-term deals start moving forward, they are based on a refined and proven approach.

The importance of combining sales and marketing

One mistake we see is when companies invest only in marketing or only in sales.

In the Nordics, both are needed. Marketing builds the brand and creates awareness. Sales capitalizes on that awareness through personal conversations and tailored pitches. Without marketing, sales feel like cold outreach from an unknown player.

Without sales, marketing leads go cold without follow-up.

For foreign entrants, this balance is particularly important. Local competitors already have brand recognition. You don’t.

A coordinated strategy that includes both brand building and direct sales is the only way to shorten the time to revenue.

Examples from experience

Mik recalls cases where companies were lucky.

Sometimes the timing is right. You call a prospect who happens to be searching for your solution at that exact moment. In such cases, deals can be signed within two months, and the return on investment is immediate. But these are exceptions.

Building your strategy around luck is dangerous.

More often, it takes half a year just to establish enough credibility for serious negotiations to begin. The sales cycle is not a straight line but a series of conversations, pauses, follow-ups, and gradual movement.

The companies that win are those that do not stop after the first no or the first silence.

Budgeting for the long cycle

The financial side is critical.

Many foreign companies underestimate the resources needed to sustain a nine to twelve-month sales cycle. Mik emphasizes that you should start by calculating your customer lifetime value. If one client is worth a million euros, then investing a few hundred thousand in acquiring them is reasonable.

But you need the liquidity to wait for the return.

He recommends budgeting realistically for at least a year. Working with local partners or agencies can reduce the cost and risk compared to hiring full-time staff immediately. It also gives access to native speakers and cultural expertise that accelerates the process.

But even with help, there are no shortcuts to the timeline itself.

Why is it worth the wait

So why should companies go through this long and sometimes frustrating process?

Because the rewards are significant. Scandinavian clients are loyal. Once they trust you, they are unlikely to switch. Contracts are stable and often renewed for years. And perhaps most importantly, success in the Nordics gives credibility worldwide.

If you can show references from Denmark or Sweden, it signals quality to other markets. That brand value is an asset you carry far beyond the region.

Many companies use their Nordic success stories as leverage when expanding elsewhere.

Final thoughts

Entering the Nordic markets is not about quick wins.

It is about patience, persistence, and strategic investment. Mik’s advice to foreign companies is simple: expect seven to twelve months before deals close. Use the first months wisely to test, learn, and build trust. Align sales and marketing so that every lead is nurtured.

And budget enough resources to sustain yourself through the waiting period. If you can do that, the Nordics will reward you with loyal customers, strong margins, and global credibility.

The market may move slowly, but once it moves, it moves with confidence.

Watch my conversation with Mik from VAEKST, where he explains why closing deals in Scandinavia takes longer than most companies expect.

If you want to see more interviews, you can find them on my YouTube channel.

And if your company is preparing to enter the Nordics, start with The Nordic Entry™ — my €199 practical guide to avoid costly mistakes.

When foreign companies look at the Nordic region, one of the first things they notice is how good Scandinavians are at speaking English.

In Denmark, Sweden, and Norway, children start learning English early, and by the time they are adults, they can switch between languages almost effortlessly.

Because of this, many international companies assume they do not need to translate or localize their websites, sales materials, or outreach.

They tell themselves, “Everyone speaks English here, so why bother?”

That assumption is one of the biggest reasons companies fail to connect with Scandinavian buyers.

Speaking English might get you through an initial conversation, but if you want trust, visibility, and long-term partnerships, you need to go beyond English.

You need to invest in local language and proper localization.

English is Not the Problem; Trust Is

Let’s be clear: Scandinavians understand English perfectly.

The challenge is not comprehension. The challenge is building trust.

When a Danish, Swedish, or Norwegian buyer receives your first email in English, they may read it, but it will feel like yet another generic pitch from abroad. When the same email comes in their own language, it signals something different.

It tells them:

• You respect their culture.

• You are serious about this market.

• You are not just testing Scandinavia, you are investing in it.

This is especially important in the early stages of outreach, when your credibility is low and trust has not yet been built.

Even small details make a difference. Starting with “Hej” instead of “Hello,” using local titles, or referencing a cultural touchpoint shows effort.

These small gestures soften the distance and make you feel more like a potential partner than an outsider.

Localization vs. Translation

One of the biggest mistakes foreign companies make is thinking that translation is enough.

Translation is only the surface. Localization goes deeper.

Localization adapts your entire communication style to fit local expectations. Scandinavians value minimalism, honesty, and humility in business communication. They prefer clean design, straightforward messaging, and no exaggeration.

Consider the difference:

• A translated page may still carry the same marketing fluff that works in the US or UK.

• A localized page strips away unnecessary hype, uses facts, and lets results speak for themselves.

Localization looks at:

• Which words sound natural in Danish, Swedish, or Norwegian.

• How much text is considered “too much” on a website.

• What tone conveys professionalism without arrogance.

• Whether visuals and case studies reflect Nordic industries.

For example, in Sweden, buyers prefer detailed information and consensus-driven communication. In Denmark, a sharper, more direct style feels more natural. Norway often values proof of long-term reliability.

A localized strategy respects these nuances instead of treating Scandinavia as “one market.”

Why Local Language Improves SEO

Language is also about visibility.

When potential buyers search online, they rarely search in English. A Norwegian operations manager will Google in Norwegian, not in English, when looking for suppliers.

If your website is only in English, you miss those searches.

Worse, your competitors who invested in local-language content will appear in search results instead of you.

By creating even a few localized landing pages, blog posts, or case studies, you start appearing in local Google searches. Over time, this compounds. Search engines reward local relevance, and AI search models are increasingly designed to recommend companies that look credible in the local language.

Think of it this way: even if 90% of Scandinavians understand English, the 10% who search in their own language are often the decision-makers you want.

And when everyone else competes in English, the local-language layer becomes your advantage.

Local Language in Outreach

Sales outreach is where language has the most immediate impact.

Scandinavians will usually read your English email, but that does not mean they will reply. When the email is written in Danish, Swedish, or Norwegian, the response rate can double.

Why?

Because language builds familiarity. It lowers the “barrier of effort” for the recipient and reduces the feeling that they are being targeted from abroad.

Even in phone calls, language matters. A short introduction in Danish, Swedish, or Norwegian makes a strong impression. You might continue the rest of the call in English, but the effort counts. It signals humility and an understanding of local etiquette.

Practical example:

• Bad approach: Sending a long, generic English email with polite greetings and buzzwords.

• Good approach: A short, clear email in the local language with three bullet points of value, a relevant local reference, and a specific call to action.

Building Long-Term Partnerships

In Scandinavia, business relationships are built slowly but last for years.

Trust is the cornerstone. Local language accelerates this process.

A company that invests in localization is seen as reliable and committed. A company that insists on doing everything in English is seen as temporary and transactional.

This perception influences negotiations, contract length, and the willingness of local partners to recommend you.

Many Nordic buyers will not openly say that language is the issue; they will just quietly stop replying if they feel you are not serious.

Practical First Steps

Localization does not have to happen all at once.

You can start small and scale up as you learn the market. Here are five practical steps any foreign company can take immediately:

1. Translate and localize your homepage and at least one landing page per market.

2. Prepare an outreach template in Danish, Swedish, or Norwegian, ideally reviewed by a native speaker.

3. Learn basic greetings and closing phrases in each language for phone and email.

4. Hire a local proofreader instead of relying on Google Translate. The difference in tone is huge.

5. Add local subtitles to your key video content — it increases accessibility and shows extra effort.

These steps require some investment, but the return is trust, credibility, and better response rates.

Case Example: The Power of One Page

One of the simplest changes a company can make is adding a local-language landing page.

For example, a UK-based company entering Sweden created a single page in Swedish explaining their solution in a straightforward way. Within weeks, that page began ranking on Google Sweden. It also became the go-to link for sales outreach. The result was higher response rates and a more professional image.

This shows that even small steps in localization can produce disproportionate results.

Conclusion

In the Nordic markets, using English is convenient but insufficient.

Local language is not about whether people understand you. It is about whether they trust you. By investing in localization, you demonstrate cultural awareness, seriousness, and respect for your future partners.

From improving SEO visibility to doubling your outreach response rates, local language is the hidden key to unlocking long-term partnerships in Scandinavia.

Companies that adapt will find doors opening faster, deals closing smoother, and trust building stronger.