Business Development & Partnerships
Business development and partnerships across borders.
Shape market opportunities, identify commercial partners and develop workable terms for collaboration. We start with the decision in front of you — which market, which customers, which partner — and carry the work to a first agreement.
Where we are engaged
- Market entry and expansion
- Commercial partners and distribution
- Joint ventures and strategic alliances
- Commercialisation of technology and products
- Korea-related business for international companies
Scope
- Market and customer hypotheses
- Partner roles and requirements
- Candidate long-list and short-list
- Terms on pricing, channels, exclusivity and first orders
- Management of the work through to signing
Typical deliverables
- Market and customer priorities
- Partner requirements
- Candidate comparison
- Term sheet for the collaboration
- Execution plan
Relevant specialists
Minjung Kim
Founder & CEO · Cross-border business development
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Chisung Eom
Partner · Supply Chain & Industrial Sourcing
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Younghun Lee
Industrial & Maritime
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daesung Kim
Partner · Business Development — legal questions in a transaction
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Simon Sällström
Europe & Africa
View profileRelated reading
Related services
The Complete Guide to Entering Korea
A decision-by-decision guide for foreign companies planning a Korean presence, from the first commercial question to the first operating milestones.
The Guide to Korean Supplier Sourcing
A sourcing project from specification to first volume order: how international buyers qualify Korean suppliers, test them, negotiate terms, protect tooling and designs, and decide when supply should become ownership.
The Guide to Korea–Japan Joint Venture Structures
A practical guide for Korean and Japanese companies building a joint venture together: when a JV is the right tool, where to establish it, and the terms on contributions, governance, IP, people and exit that decide whether it works.
The Guide to Overseas Expansion for Korean Companies
The decisions a Korean company should take, in order, before committing capital, people and partners to a new overseas market.
Which market, and what would you like to build there?
Anything not yet decided can be left open.