Andreas Klenk as a practitioner
Andreas Klenk speaks as a practitioner from years of experience in Asia export: he knows the pitfalls of digital market entries and emphasises measurable strategies instead of vague partnerships. His contribution is practical - not a theoretical construct, but a call for a digital infrastructure that generates leads without expensive offices or blind trust.
Myth 1: Nothing works in Asia without a local team
Assumption: You first need a local office, team or distributor, otherwise it is not possible to enter the market.
Why it's problematic: This assumption makes entry unnecessarily difficult and expensive. It leads to companies waiting months or years for structures instead of even starting to build visibility and demand. At the same time, it shifts control to third parties before the company's own business model has even been validated.
Instead, it is often the case that entry today begins digitally. When target customers research online, a localised digital presence can be the first real point of contact. Klenk's argument here is clear: it is not the office that generates demand, but the ability to be found where purchases and comparisons are made.
Practical consequence: Instead of immediately investing in personnel and infrastructure, companies should first create a digital basis that works in the target market. This includes localised content, search engine visibility and a clear lead process. This creates a market entry that is quicker to test, cheaper and more measurable.
Myth 2: China equals Asia
Assumption: If you are successful in China, you have Asia under control.
Why it's problematic: This view is too crude and often even strategically wrong. China may be a huge market, but it is only one of many. Anyone who lumps all Asian markets together overlooks differences in price willingness, platform use, competition and buyer behaviour.
What is true instead is that Asia is not a single market, but a collection of very different markets. Japan, Vietnam, South Korea and Malaysia follow different logics than China. For many German providers, these markets can be more attractive because premium products or specialised solutions are valued differently there.
Practical consequence: companies should prioritise Asia not according to size, but according to fit and profitability. Instead of "China first, then the rest", a market-specific sequence is needed. Those who deploy their capacities where margins, demand and positioning fit together will build more sustainably.
Andreas Klenk,
ECommerce expert & Managing Director ACKT Global
Myth 3: A translated website is enough
Assumption: If the website is available in the national language, the digital market entry is complete.
Why it is problematic: A mere translation does not generate visibility. If potential customers cannot find the website via the relevant channels, it remains practically invisible. This is a classic mistake: companies confuse "available online" with "findable online".
Instead, visibility is created via the channels that are actually used in the target market. In the Chinese context, according to Klenk, this means Baidu, WeChat and increasingly AI-based search systems. The website is only the foundation, not the whole house.
The practical consequence: if you want to build digital reach in Asia, you need more than translation. You need search engine optimisation for the local environment, suitable content formats and a clean integration between website, platforms and lead generation. This is the only way to turn a website into a sales tool.
Myth 4: What works in China also works elsewhere
Assumption: A successful China strategy can be transferred to other Asian countries with minor adjustments.
Why it is problematic: Although this assumption saves time in the short term, it often leads to misallocations. Platforms, search logics and content expectations differ massively between Japan, Vietnam and South Korea. Those who simply copy often invest in channels that are hardly relevant locally.
Instead, each market needs its own digital logic. Japan has different expectations in terms of depth, information content and professionalism. Vietnam is more mobile and socially orientated, while South Korea follows different search and platform patterns.
The practical consequence: instead of a one-size-fits-all strategy, a market-by-market approach is needed , which means checking channel selection, content, language, tonality and search behaviour separately. Differentiating locally avoids wastage and increases the chance of a real market impact.
Myth 5: The local partner will take care of it
Assumption: If the distributor or agent "knows the market", it doesn't need its own management.
Why it is problematic: This attitude creates dependency and makes the business difficult to control. Without your own data, it remains unclear where leads are coming from, how well campaigns are running and how visible your own brand actually is. Trust is important, but is no substitute for control.
Instead, controllability comes from having your own digital infrastructure and your own data. If you have your own channels, you can measure performance, manage partners better and, in case of doubt, change them. This is not mistrust, but professional management.
Practical consequence: Companies should not only think about sales partners, but also about their own visibility and data sovereignty. This includes their own accounts, their own content and a clearly traceable lead funnel. This turns dependency into a real ability to act.
Conclusion
The central theme of the article by Andreas Klenk is not "more activity in Asia", but better structure. Companies often fail there not because of a lack of will, but because of false assumptions about visibility, market logic and controllability. If you seriously want to develop Asia, you have to understand digital presence as a strategic prerequisite and think about each market separately.
The real lesson is therefore: it is not size but fit that counts. Not presence alone, but findability. And not trust alone, but measurable control. This is precisely where the difference lies between a theoretically international company and one that actually generates sales in Asia.
Do you want to conquer the Asian market? We can help you! Contact us and together with Andreas Klenk we will discuss your plans in the Far East! Free of charge and without obligation!
