export to scandinavia

Do Nordics Prefer Local Or Foreign Providers?

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.

How To Choose Your First Nordic Market

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.

How Long Does It Take to Close Deals in 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.

Support Your Scandinavian Partners with Localization

For many international companies, the hardest part of entering Scandinavia is not getting a foot in the door.

It is making sure that their brand feels relevant and trustworthy to local customers once they are inside. This is where localization support becomes critical. Your Scandinavian partners may have the right networks and credibility, but they need localized tools and materials to represent you effectively.

Without them, even the best partners will struggle to convince clients in Denmark, Sweden, and Norway.

What Localization Really Means

Localization is often mistaken for translation.

But simply translating your English content into Danish, Swedish, or Norwegian is not enough. True localization adapts your message, tone, design, and overall approach to reflect cultural expectations.

In Scandinavia, this might mean:

Using clean, minimalist design in line with Nordic aesthetics.
Adapting product descriptions to highlight sustainability or environmental benefits.
Providing websites that are not only translated but also hosted for fast local loading times.
Adjusting your sales materials to reflect the direct communication style of the region.

When you support your partners with these localized tools, you make their job easier.

They can approach clients with confidence, knowing they are presenting your company in a way that resonates.

Why Partners Need Your Help

Many foreign companies expect their Scandinavian partners to create their own materials.

This is a mistake. Your partners know the market, but they do not have the time or resources to redesign your entire communication strategy. When you fail to provide localized support, you create unnecessary friction and risk damaging first impressions.

By contrast, companies that invest in high-quality localized tools – brochures, presentations, websites, case studies – empower their partners to succeed.

It shows that you respect the market and are serious about long-term success.

Key Areas Where Localization Adds Value

Websites: Scandinavians often research extensively before contacting a company. If your website is only in English, you lose credibility. Localized websites increase trust and improve SEO in each market.
Sales Decks and Brochures: Providing partners with ready-to-use materials in the local language makes them more effective in meetings.
Contracts and Documentation: Clear, localized legal and technical documents reduce misunderstandings and speed up negotiations.
Customer Support: If possible, offer local-language support channels. Even though many Scandinavians speak English, they appreciate the effort and feel more secure in their decisions.
Brand Positioning: Highlight values like sustainability, equality, and transparency, which are especially important in Nordic business culture.

The Scandinavian Expectation

Scandinavians expect professionalism and attention to detail.

A poorly localized website or a generic sales pitch suggests that your company is not truly committed to the market. On the other hand, well-prepared materials signal that you respect local standards and value the partnership.

Providing this level of support also makes you stand out. Many competitors will try to cut corners by offering only English materials.

By localizing your presence, you immediately differentiate yourself as more trustworthy and more invested.

Mistakes to Avoid

Over-relying on English: While English is widely spoken, assuming it is “good enough” shows a lack of commitment.
Automated translations: Poor translation damages credibility. Always use professional translators with knowledge of business terminology.
Ignoring design preferences: Nordic audiences value simplicity. Overly flashy designs can look unprofessional.
Failing to update regularly: Localization is not a one-time effort. Keep materials updated as your brand evolves.

Practical Examples of Localization Success

A U.S. SaaS company entering Sweden created a Swedish-language website and adjusted its onboarding emails to be shorter, clearer, and more in line with local communication preferences. Their Swedish partners reported higher client conversion rates within six months.
A Japanese manufacturing firm targeting Norway localized its product brochures to highlight energy efficiency and sustainability. This shift directly aligned with Norwegian values and quickly built credibility with buyers in the renewable energy sector.
A German consultancy expanding into Denmark worked with their local partner to create a Danish-language thought leadership report. The report positioned them as experts in the market and became a powerful sales tool for the partner.

These examples show how localization is not just about language, but about aligning your message with local expectations so partners can perform better.

Checklist: Is Your Partner Support Well Localized?

Here are five questions to assess whether you are setting your Scandinavian partners up for success:

Is your website available in Danish, Swedish, and Norwegian with content tailored to each market?
Do your sales decks and brochures highlight values like sustainability and equality that resonate in the Nordics?
Are your legal, financial, and technical documents translated accurately with local terminology?
Do you provide updated case studies or success stories relevant to Scandinavian industries?
Are your visuals, design, and communication tone adapted to reflect Nordic simplicity and directness?

If you answered “no” to more than two of these, your partners are probably struggling to represent your brand effectively.

The Hidden Costs of Skipping Localization

Some companies avoid localization because of the upfront investment. But the hidden costs of skipping it are far greater:

Lost trust: Scandinavian clients may assume your lack of localized materials reflects a lack of commitment.
Missed SEO opportunities: Without local-language websites, you are invisible to searches in Danish, Swedish, or Norwegian.
Weaker partner motivation: Partners who constantly have to “fix” your materials feel unsupported and may prioritize other brands.
Slower deal cycles: Misunderstandings and credibility gaps extend negotiation times.
Reputational risk: Poor translations or generic materials can make your brand look unprofessional.

When you add these costs together, skipping localization is far more expensive than doing it properly from the start.

How to Work with Partners on Localization

The best approach is to collaborate with your partners on what they need.

Ask them what materials would help most. In some cases, it might be a localized case study. In others, a simple one-page flyer in the local language could make all the difference.

This collaboration also strengthens your relationship.

Listen to your partners and invest in their success, and you build trust and increase loyalty.

Long-Term Benefits

Localization is an investment, but it pays off.

Partners who feel supported are more motivated to represent you. Clients who see localized materials are more likely to trust your brand. And once you have created these assets, you can reuse them across the region, making future expansion faster and more efficient.

Ultimately, localization is not just about language.

It is about respect. It shows that you value the market, trust your partners, and are committed to building long-term success in Scandinavia.

Conclusion

If you want your Scandinavian partners to succeed, you need to set them up for success.

Localization support is not optional – it is a core part of your market entry strategy. Provide tailored websites, materials, and tools, and you empower your partners to build trust and credibility on your behalf.

In Scandinavia, details matter.

The companies that understand this are the ones that win.

Insights from Martin Flugt Sørensen

In my interview with Martin Flugt Sørensen, Partner at Nordic Sales Force, he stressed that localization is one of the most overlooked but essential parts of supporting partners. Martin explained that Scandinavian partners can only succeed if they are given the right tools, and that failing to provide localized content often leads to missed opportunities.

You can watch the full interview here for Martin’s firsthand advice and examples:

Find the Right Sales Partners in Scandinavia

Expanding into Scandinavia can seem straightforward from the outside.

Denmark, Sweden, and Norway are small, wealthy, and digitally advanced markets where English is widely spoken. Yet many international companies struggle to find the right partners to represent them.

The challenge is not just about identifying potential distributors or agents but about understanding what truly defines a “good partner” in the Scandinavian context.

Why Sales Partners Matter More in Scandinavia

Unlike larger markets where aggressive sales strategies and quick deals dominate, Scandinavia is driven by long-term partnerships.

A single good sales partner can open networks and secure sustainable business, while the wrong partner can quietly close doors that may never reopen. Because the markets are interconnected, reputation spreads fast.

Choosing wisely is critical.

Scandinavian business culture is built on mutual respect, equality, and trust. Partnerships are seen less as transactional arrangements and more as collaborative relationships.

A sales partner who shares these values can represent your brand in a way that resonates with local clients and decision-makers.

The Qualities of a Good Scandinavian Partner

Foreign companies often approach the region looking for distributors with the largest networks or the fastest sales promises.

While reach is important, Scandinavian companies tend to prioritize different qualities:

Integrity and reliability: Partners must do what they say, on time, without cutting corners.
Cultural fit: A partner who understands Scandinavian values and communicates directly and transparently will always outperform one who oversells.
Specialization over size: Smaller, specialized partners often deliver better results than larger, generic firms. They understand their niche and are respected within it.
Long-term commitment: Scandinavians are cautious with new relationships. They want to see commitment beyond short-term gains.

How to Identify Potential Partners

Referrals and recommendations: Scandinavians trust word of mouth. An introduction from a respected contact carries far more weight than a cold email.
Industry networks: Trade associations, chambers of commerce, and export promotion agencies often maintain curated partner directories.
Events and fairs: While digital tools are important, in-person trade fairs and industry events are still highly effective in the region. Meeting face-to-face demonstrates commitment.
Local platforms: Tools like Business Sweden, Innovation Norway, or Invest in Denmark can connect you with vetted local players.

Avoid the Cold-Email Trap

Many foreign companies rely on cold outreach to find Scandinavian partners.

The problem is that Scandinavians are generally resistant to this approach. An unsolicited email, especially one that feels generic, is often ignored. Instead, focus on warm introductions, shared contacts, or thoughtful approaches where you clearly demonstrate an understanding of their business.

If you must send a cold message, keep it short, factual, and respectful.

A concise introduction with a clear reason why you believe the partnership makes sense will get a better response than a long sales pitch.

Build Relationships with Partners

Finding a potential partner is only the first step.

Building the relationship requires patience and consistency. Scandinavians expect you to invest time in understanding their business, respecting their processes, and showing reliability.

Start small: Propose a pilot project or a limited cooperation. Success here will create trust for larger deals.
Show up in person: While remote meetings are common, in-person visits are still valued. Meeting at their office or hosting them at yours demonstrates commitment.
Be transparent: Share realistic expectations, including challenges. Honesty builds credibility.
Respect boundaries: Avoid excessive follow-up or pressure. Let trust develop naturally.

The Role of Localization

Your partner will represent you in the market, but you also need to make it easy for them to succeed.

This means providing localized materials in the local language, adapting your website to Scandinavian preferences, and supporting them with tools that reflect the market’s standards.

A partner armed with the right materials has more credibility when presenting you to potential clients.

Common Mistakes to Avoid

Choosing the first interested partner: Just because someone says yes does not mean they are the right choice. Vet carefully.
Ignoring cultural alignment: A partner who uses aggressive tactics may damage your brand in the region.
Expecting fast results: Even with a good partner, sales cycles in Scandinavia are longer. Pressuring them to move faster can damage the relationship.
Failing to invest in the relationship: Partnerships here require ongoing attention, not just a signed contract.

Why Patience Creates Better Outcomes

The Scandinavian market rewards patience.

It may take months to secure the right partner and longer to see measurable results, but once trust is established, relationships are highly stable. Partners who believe in your product and feel aligned with your values will not only sell for you but also act as ambassadors, recommending you within their networks.

This long-term stability is one of the greatest advantages of doing business in Scandinavia.

While the entry may be slower, the partnerships you build will often last decades.

Conclusion

Finding the right sales partner in Scandinavia is not just about who can sell the most.

It is about finding someone who reflects the region’s values of trust, integrity, and long-term commitment. By focusing on referrals, industry networks, and careful vetting, foreign companies can secure partners who will represent them with credibility.

Approach the process with patience and respect, and you will not only find the right partner but also create a foundation for lasting success in Denmark, Sweden, and Norway.

Insights from Martin Flugt Sørensen

In my interview with Martin Flugt Sørensen, Partner at Nordic Sales Force, he explained that one of the biggest mistakes foreign companies make is rushing to sign with the first available distributor or agent.

Instead, Martin emphasized the importance of carefully vetting partners, looking at cultural fit, and prioritizing reliability over flashy promises.

He shared real examples of how Scandinavian companies value long-term relationships and why patience in partner selection pays off.

If you want to hear Martin’s full perspective on building strong partnerships in Denmark, Sweden, and Norway, you can watch the complete interview here:

How to Build Trust with Scandinavian Partners

When companies from outside Scandinavia want to expand into Denmark, Sweden, or Norway, they often underestimate how central trust is to doing business in these markets.

They prepare their pitch, highlight their product, and sometimes even enter meetings with polished sales decks, but what Scandinavian partners are really evaluating is something much simpler. Can they trust you?

Scandinavian business culture is not fast-paced or aggressive.

Relationships are built carefully and over time. This is one of the biggest cultural shifts for foreign companies entering the region.

Success depends less on the strength of your initial pitch and more on the consistency of your actions over weeks, months, and sometimes years.

Why Trust Matters More in Scandinavia

In many markets, deals can be closed quickly if the numbers add up.

In Scandinavia, even if the price is right, hesitation will remain until trust is fully established. This is because Nordic business culture is based on long-term thinking. Companies do not look for quick wins. They look for reliable partners who will stand by their word and deliver consistently.

Trust is also deeply connected to the region’s values.

Honesty, integrity, and humility are considered the foundation of professionalism. If a potential partner senses exaggeration, arrogance, or inconsistency, the relationship usually ends quietly without confrontation.

You may never hear why, but doors will simply close.

Consistency Builds Confidence

Scandinavians want to see that what you say aligns with what you do.

This means showing up on time, sending materials when you promised them, and delivering exactly what you agreed upon. Consistency builds confidence that you can be relied on, and reliability is seen as more important than charisma or flashy sales techniques.

For example, if you say you will send a product sample by Friday, sending it by Thursday will impress more than an over-polished presentation.

If you say you will call at 10:00, calling at exactly 10:00 communicates respect for the other person’s time. Small details matter, and they accumulate into trust.

Avoid Overselling

One of the most common mistakes foreign companies make in Scandinavia is overselling.

In markets where enthusiasm and persuasive language are seen as positive, the same approach in Scandinavia can feel like exaggeration. Rather than inspiring confidence, it creates suspicion.

Instead, focus on facts, case studies, and clear explanations of how your product or service works. Keep the language modest and avoid big promises. If your solution is good, let the results speak for themselves.

This understated style is not only appreciated but expected.

The Role of Transparency

Transparency is another essential part of building trust in Scandinavia.

Hiding problems or avoiding difficult topics will always backfire. If your product has limitations, it is better to say so directly. If a timeline may slip, it is better to share that early.

This level of openness creates credibility. Your partner may not like the problem, but they will appreciate that you told them the truth before it became a bigger issue.

In the Nordic mindset, a partner who admits challenges is more reliable than one who only shows a perfect picture.

Respecting Work-Life Balance

Scandinavian trust-building also extends to how you respect cultural norms.

One of the most important is work-life balance. Sending late-night emails, calling outside office hours, or expecting immediate replies creates the impression that you do not understand local values.

Respecting boundaries by keeping communication within working hours shows cultural awareness. It signals that you can adapt to their way of working, which is another layer of trust.

In practice, this often means fewer messages but higher quality ones.

Social Trust and Equality

Scandinavia is a relatively egalitarian region.

Titles, hierarchies, and formality matter less than in many other markets. This does not mean that respect for authority is absent, but it does mean that people prefer to interact as equals.

When meeting potential partners, treat everyone with equal respect, from assistants to executives. This behavior is noticed and valued. If you only focus on the highest-ranking person in the room, you risk losing credibility.

The decision-making process in Scandinavia is often collective, so gaining trust across the team is critical.

Patience Pays Off

Foreign companies often want results quickly.

In Scandinavia, patience is part of the trust-building process. Do not expect to sign a contract after one or two meetings. Relationships grow through multiple interactions, informal conversations, and sometimes even silence.

It is common for weeks to pass between steps, not because of disinterest but because decisions are made carefully and with long-term stability in mind.

Trying to push for faster results usually creates the opposite effect and damages the relationship.

Practical Ways to Build Trust

Show up prepared: Research the company and the individuals you will meet. Demonstrating knowledge of their industry and local market shows seriousness.
Be punctual: Arriving late, even by five minutes, damages trust. Being exactly on time builds it.
Deliver on small promises: Trust is built more through small actions than big gestures.
Communicate clearly: Use direct, respectful language without unnecessary complexity.
Admit limitations: If something is not possible, say so directly instead of trying to cover it up.
Respect local culture: Acknowledge holidays, avoid over-contact, and adapt to local norms.
Listen more than you speak: Scandinavians value listening as a sign of respect. Asking thoughtful questions and then staying quiet is often more effective than filling the silence with talk.

A Story of Trust in Action

A foreign company once tried to enter the Danish market by emphasizing its global reach and impressive growth numbers.

Their presentations were polished, but their follow-up was inconsistent. They missed deadlines, rescheduled meetings, and tried to impress with flashy slides instead of substance. Within months, interest from potential partners disappeared.

By contrast, another company entered Sweden with a modest approach.

They localized their materials, sent product samples on time, and gave honest answers when asked about weaknesses. Their growth was slower at first, but the partnerships they built lasted for years and expanded into the wider Nordic region. The difference was not the product.

It was the trust they built through consistency and transparency.

Conclusion

Trust is not a soft concept in Scandinavia.

It is the foundation of every successful business relationship. Foreign companies that underestimate this will find themselves locked out, no matter how good their product or service is.

Building trust in Scandinavia means being consistent, transparent, respectful, and patient. It means focusing less on persuasion and more on reliability.

If you commit to this approach, you will find that Scandinavian partners not only welcome you but also recommend you to others, creating opportunities that last for decades.

Insights from Martin Flugt Sørensen

These ideas come directly from my interview with Martin Flugt Sørensen, Partner at Nordic Sales Force, who has years of experience helping international companies enter the Scandinavian market.

In our conversation, Martin highlights how foreign businesses often misunderstand the importance of trust and why consistency and transparency matter more than a perfect sales pitch.

You can watch the full video interview here for practical examples and real stories from the field:

Why Local Language Matters More Than You Think in Scandinavia

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:

Translate and localize your homepage and at least one landing page per market.
Prepare an outreach template in Danish, Swedish, or Norwegian, ideally reviewed by a native speaker.
Learn basic greetings and closing phrases in each language for phone and email.
Hire a local proofreader instead of relying on Google Translate. The difference in tone is huge.
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.

How to Enter the Scandinavian Market the Right Way

Expanding into Scandinavia – Denmark, Sweden, and Norway – is an exciting opportunity for international companies.

These countries are wealthy, digitally advanced, and highly connected to the global economy. But despite the opportunities, many foreign brands stumble in their first attempts.

Why? Because they underestimate the importance of cultural intelligence.

The Scandinavian market is not won by flashy sales pitches or one-size-fits-all strategies. Success here requires patience, humility, and a deep respect for how business is done locally.

This article breaks down the fundamentals of how to approach the Scandinavian market the right way, so your company avoids costly mistakes and builds a foundation for long-term growth.

The thoughts below are a reflection of an interview we recorded with Martin from one of Denmark’s leading sales agencies.

Watch the full interview with Martin Flugt Sørensen here:

1. Start with Cultural Awareness, Not Just Market Data

Too many companies begin their expansion with spreadsheets and market reports.

While data is important, in Scandinavia, you also need to understand the cultural code.

Scandinavians value:

Honesty and integrity – your word matters as much as your contract.
Directness – get to the point without unnecessary formality.
Humility – avoid arrogance; let your results speak.
Trust – earned slowly, lost quickly.

For example, a sales tactic that works in the US (“bigger, faster, better”) will often backfire in Sweden or Denmark.

Here, buyers want evidence, clarity, and reliability, and no hype.

2. Forget the Hard Sell

One of the fastest ways to lose credibility in Scandinavia is to oversell.

Loud promises, exaggerated benefits, or aggressive closing techniques simply don’t resonate.

Instead:

Focus on facts and outcomes.
Present a clear, realistic value proposition.
Share references, case studies, or proof of success in other markets.

Think of your role as a partner, not a seller.

You’re showing how your solution fits into their business in a sustainable, reliable way.

3. Treat Each Country as Unique

It’s tempting to view Scandinavia as a single market, but cultural and business differences matter:

Denmark: Pragmatic, open to testing new solutions quickly, but expect transparency and fast follow-up.
Sweden: Consensus-driven, requiring broader buy-in before decisions are made. Patience pays off here.
Norway: Strong emphasis on equality and trust; relationships take time but lead to very loyal partnerships.

Approach each country with a tailored strategy.

What works in Copenhagen may not work in Stockholm or Oslo.

4. Build Trust Before You Build Sales

In Scandinavia, relationships are long-term investments.

Buyers want to know that you’re reliable and that you’ll still be there after the contract is signed.

Practical steps to build trust:

Show consistency – follow through on promises, even small ones.
Be transparent – admit if something isn’t possible instead of overpromising.
Localize your presence – use local language in outreach, adapt your website, and consider a local representative.

The result is slower sales cycles at the start, but once trust is established, partnerships are strong, loyal, and often expand into additional opportunities.

5. Local Language Is More Than Translation

Yes, Scandinavians speak excellent English.

But don’t make the mistake of assuming English is enough.

Opening conversations in Danish, Swedish, or Norwegian immediately builds credibility. Even small gestures like a localized email introduction or website landing page show that you respect the market and are serious about investing in it.

Beyond language, localization also means adjusting tone, visuals, and messaging.

A minimalist, straightforward design often outperforms flashy content in Scandinavian markets.

6. Avoid the “One Rep” Trap

A common mistake foreign companies make is hiring a single local sales rep and expecting instant results.

Without a team, structure, and cultural guidance, most of these reps fail within 6–12 months.

Instead, think of your Nordic entry as a system:

Outreach (phone, email, LinkedIn) in the local language.
Follow-up and meeting management.
Sales strategy and coaching to keep your approach aligned.

This doesn’t mean building a huge office – it means setting up the right structure from the beginning.

7. Position Yourself as a Partner, Not a Vendor

In Scandinavia, buyers want to feel they are working with equals.

If you present yourself as “just another supplier,” you’ll struggle to build meaningful connections.

Instead:

Approach prospects as partners in problem-solving.
Ask thoughtful questions about their goals and pain points.
Share insights into how your solution integrates into their long-term plans.

This partnership approach leads to higher trust, stronger contracts, and long-lasting collaboration.

8. Be Patient but Consistent

Patience is critical in the Nordics.

Deals often take longer to close because buyers are careful and consensus-driven. But once you’re in, you’re in for the long haul.

Consistency is key:

Keep outreach steady without being pushy.
Provide value in every interaction.
Respect working hours and work-life balance, and don’t expect late-night calls or weekend responses.

Conclusion: The Scandinavian Market Rewards the Right Approach

Scandinavia is not the easiest region to enter, but it can be one of the most rewarding.

Buyers here are loyal, tech-savvy, and willing to pay for quality. If you approach the market with honesty, patience, and cultural intelligence, you’ll find partners who stick with you for years.

Entering Scandinavia the wrong way wastes time and money. Entering the right way builds trust, credibility, and long-term revenue.

At Export Playbook, we help companies make that leap with clarity and confidence.

If you’re planning to expand into the Nordics, we’d love to guide you.

Learn more: Export Playbook
Connect with Victoria Silber on LinkedIn: Victoria Silber

Why Patience Pays Off in the Scandinavian Market

For many international companies, entering a new market is about speed.

The faster you sign deals, the sooner you start generating revenue. But in Scandinavia – Denmark, Sweden, and Norway – that mindset often leads to frustration.

Deals take time, relationships develop slowly, and decisions are rarely rushed. What looks like hesitation is actually one of the region’s greatest business strengths: patience.

Companies that understand and respect this cultural difference find that Scandinavian partnerships, once formed, are remarkably stable and long-lasting.

Those who push too hard often burn bridges before they have even been built.

The Scandinavian Pace of Business

Scandinavia is known for efficiency, but efficiency here does not mean speed.

It means doing things carefully, with attention to detail, and with respect for long-term outcomes. Business decisions are made collectively and with consensus, which naturally takes more time than a top-down decision in more hierarchical cultures.

This consensus-driven approach ensures that when a decision is made, it is backed by the entire team. The result is fewer last-minute changes, stronger commitment, and smoother cooperation down the line.

For foreign companies, this can feel slow in the beginning, but it saves time later by preventing reversals and misunderstandings.

Why Patience Builds Trust

Trust is the foundation of Scandinavian business culture.

And trust cannot be rushed. A potential partner may test your consistency over several interactions before moving forward. They want to know not only that your product or service is strong, but also that you are reliable, transparent, and respectful of their culture.

If you try to push for quick results, the message you send is that you are more focused on your short-term goals than on building a long-term relationship.

By contrast, showing patience communicates that you understand the value of stability and that you are willing to invest in building something that lasts.

Common Missteps Foreign Companies Make

Pushing for quick contracts: Demanding a decision after only one or two meetings often backfires.
Over-following up: Sending multiple emails or calls in a short period can be seen as pressure, not professionalism.
Interpreting silence as rejection: Scandinavians may take time to discuss internally. Lack of immediate response does not necessarily mean disinterest.
Underestimating preparation time: Rushing into the market without proper localization or understanding of culture often creates negative first impressions.

The Value of Long-Term Thinking

Scandinavians prefer fewer but deeper relationships.

This applies both personally and professionally. Once you are trusted, you are not just another supplier -you are part of a network that can lead to opportunities far beyond your initial deal.

For example, a Swedish partner who has worked with you for years may recommend you to a Norwegian company in the same industry, expanding your reach organically.

These introductions are only given to companies that have proven themselves through consistency and reliability.

Practical Ways to Show Patience

Respect timelines: If a partner says they will get back to you in three weeks, wait those three weeks before following up.
Focus on relationship-building: Use early meetings to listen and learn rather than to push your agenda.
Invest in localization: Show that you are serious about the market by adapting materials to local languages and cultural preferences.
Plan for gradual growth: Set realistic expectations for your first year in Scandinavia. Small wins compound into long-term success.
Be available without being pushy: Let your partners know you are ready to help, but do not pressure them into faster decisions.

A Real-World Example

A foreign company entering Denmark once expected to sign contracts within a few months.

When this did not happen, they grew frustrated and increased pressure on their potential partners. Meetings became tense, and eventually interest disappeared.

By contrast, another company approached Sweden with patience. They invested in understanding the local culture, kept communication clear and steady, and allowed relationships to grow naturally. It took a year before their first major deal, but once it was signed, it opened doors across the entire Nordic region.

Today, they have partnerships that have lasted more than a decade.

The Scandinavian Advantage

While patience may feel like a delay at first, it is one of Scandinavia’s greatest business advantages.

Because decisions are made carefully, partnerships are more resilient. Contracts are honored, trust is preserved, and relationships last.

For international companies, this stability can mean predictable growth and a strong foothold in the European market.

Conclusion

Patience in Scandinavia is not a weakness.

It is a deliberate business strategy rooted in trust, consensus, and long-term thinking. Companies that try to rush the process often fail. Companies that respect it build partnerships that endure.

If you want to succeed in the Nordic region, remember that patience pays off. Invest in building trust, allow relationships to develop naturally, and focus on long-term stability rather than short-term wins.

The results will speak for themselves.

Insights from Martin Flugt Sørensen

In my interview with Martin Flugt Sørensen, Partner at Nordic Sales Force, he explained why patience is not optional in Scandinavia.

Martin pointed out that rushing often creates suspicion, while patience signals respect and builds trust. He shared how foreign companies that slow down their approach see more sustainable results in Denmark, Sweden, and Norway.

You can watch the full interview here to hear Martin’s stories and advice in his own words:

What It Cost to Enter the Nordic Markets?

When foreign companies prepare to enter the Nordic markets, one of the most difficult questions to answer is the budget.

Everyone wants to know how much it will cost, but very few have done the calculation.

Mik Lokdam from VAEKST is direct about this.

He always starts with one number: customer lifetime value. How much is one client really worth to you over the full relationship? If that number is a million euros, then investing three hundred thousand euros to acquire them is not unreasonable. In fact, it is smart business.

This way of thinking is often new to companies.

Many approach market entry with a mindset of keeping costs low and seeing what happens. They want quick wins and short-term returns. But in Scandinavia, that mindset usually leads to disappointment.

Entering Denmark, Sweden, Norway, or Finland is not about testing cheaply.

It is about committing to the long term, understanding the time it will take to close deals, and investing enough resources to sustain the process.

Why customer lifetime value matters

Budgeting begins with a clear understanding of how much you earn from each customer.

Mik explains that most companies he talks to do not actually know this number. It may sound surprising, but when asked what the average lifetime value of a client is, many cannot answer. Some have never calculated it, and others only have rough estimates.

The calculation is not complex.

Export your revenue data, divide it by the number of customers, and you will see what an average client is worth. More important is to look at gross profit, not just revenue.

If a client is worth one million euros in lifetime value, then the budget to acquire that client should be seen in relation to this number. Spending three hundred thousand euros to secure a customer worth a million is a good trade.

The acquisition cost is paid back with a margin.

The role of time

The challenge is not just how much, but how long.

In Scandinavia, deals take time. Mik advises that for complex B2B sales, companies should expect seven to twelve months from first contact to signed contract. That means you need liquidity to fund nine months or more before seeing revenue.

If you run out of resources before that, the market entry fails, no matter how good the product is.

This is why budgeting is not only about money, but also about patience. You are building a pipeline, testing messages, meeting stakeholders, and slowly building credibility. Those months cost money, but they are not wasted.

They are the foundation for long-term success.

Benchmarks for agency support

Not all companies want to hire their own staff immediately.

Many work with agencies to reduce risk and gain local expertise. Mik says a good benchmark is between three and five thousand euros per month if you want a local agency to support your entry in one country.

That may cover half a full-time resource or a team executing outreach, building lists, and generating leads.

Compared to the alternative cost of hiring, training, and managing your own staff, this can be very cost-effective. Recruiting a salesperson in Denmark or Sweden is expensive. Salaries are high, competition for talent is strong, and finding someone who combines sales skills, language skills, and cultural understanding is not easy.

An agency can provide the expertise immediately at a predictable cost.

The hidden costs of going alone

If you choose to set up shop yourself, you need to consider all the hidden costs.

Hiring one person is rarely enough. They need management, office space, tools, and support. If they resign after six months, you have to start again. If they struggle to generate leads, the investment of time and money is lost.

Agencies are not perfect either, but they remove much of the initial risk.

They already have systems, lists, and processes. They understand the cultural nuances. They can represent your company while you build brand awareness.

For many international businesses, this is a more cost-effective way to enter.

Marketing and sales together

Mik warns against budgeting for only one side.

Some companies want to rely only on marketing. Others invest only in sales. In the Nordics, both are needed. Marketing builds the brand and awareness. Sales capitalizes on that awareness through personal conversations and trust-building.

If you only do one, you will waste resources. A balanced budget allocates money to both.

For example, if you spend on advertising but do not have a sales process to follow up, leads go cold. If you make cold calls but have no marketing presence, prospects will not take you seriously.

Aligning the two functions is not an extra cost, but a necessity.

Thinking in scenarios

Budgeting is not about guessing one number.

Mik recommends building scenarios. What is the cost if you set up your own office, hire staff, and go all in? What is the cost if you partner with an agency? What is the best-case return, and what is the worst case?

Comparing these scenarios gives clarity.

One exercise is to benchmark against what it costs to employ a sales development representative or account executive locally. Include salary, onboarding, office, benefits, and risk. Then compare that to the cost of outsourcing. Often, the outsourced model is more efficient in the first phase.

Later, once you have revenue and a proven strategy, it may make sense to hire internally.

Short-term vs long-term thinking

The biggest mistake Mik sees is short-term thinking.

Companies want to press a button, scale outreach, and close deals within months. When that does not happen, they conclude that the market is too difficult. In reality, they did not budget correctly for the long term.

Market entry should always be viewed as a multi-year investment.

The first year is about building the foundation. Revenue may come in the second or third year. If you are not ready for that, it may be better to wait until you have the resources.

Entering too early with too little budget is often worse than waiting.

Why the Nordics are worth the investment

The Nordic markets are expensive to enter.

Salaries are high, patience is required, and budgets must be realistic. But the rewards justify it. Scandinavia has high GDP per capita, strong profit margins, and buyers willing to pay for quality. Once you succeed, clients tend to stay loyal for years.

On top of that, success in the Nordics carries brand value globally.

If you can show references from Sweden or Denmark, it signals quality to other markets. Many companies use their Nordic clients as leverage to expand into new regions.

The credibility is worth the cost.

Final thoughts

Budgeting for the Nordic markets starts with customer lifetime value.

If your clients are worth millions, do not be afraid to invest hundreds of thousands to acquire them. Plan for nine to twelve months before revenue, and budget for both marketing and sales.

Consider agency support to reduce risk, and always compare scenarios before deciding.

Most importantly, adopt a long-term mindset.

Entering Scandinavia is not cheap, but if you budget correctly and stay the course, the market will reward you with loyal customers and a strong global reputation.