Sectors

Five markets we know from both sides.

HealthHow the same money could deliver more and better care.Where demand outgrows supply, and how a provider stands out.EducationHow the system could reach every child and teach each one better.Where families look for more, and how a private school or faculty earns its premium.ICT & digital infrastructureHow support could follow skills and adoption at home, not headcount.Where the market moves from hours to solutions, and which firms are worth backing.Manufacturing & exportersHow support could help domestic firms grow, not only bring new plants.Where domestic manufacturers can sell more, and what it takes to get there.Agri-foodHow farm support could raise what a hectare earns.Where land earns most, and who can capture the value.All sectorsOverview

Topics

Five questions that cut across every market.

SMEs & entrepreneurshipHow support could reach the small and mid-sized firms able to grow.Where domestic know-how sits, and which firms are worth backing.Competitiveness & investmentHow support could raise productivity, not only jobs.Where firms have underinvested, and what it takes to catch up.Public financeHow each dinar could be tied to a purpose, and pay to the value of work.Where the state will spend, and how to compete for it.Green & digital transitionHow carbon revenue and support could help firms measure and cut, not only pay.Where clean power and carbon data open a market, and who can serve it.Skills & labour marketsHow adults in work and out of it could keep learning what the economy needs.Where to find the people a plan needs, and how to train and keep them.All topicsOverview

Services

Economic analysis for governments, donors and international organisations: we diagnose sectors and public spending, design and cost programmes, and evaluate what they changed.Economic analysis for companies and investors: we size markets and plan entry, find and assess firms to buy, and model what a business is worth.

Sector & value-chain diagnosticsWhere a sector creates value, who leads it, and what holds it back.Public expenditure & functional reviewsWhere public money goes, what it achieves, and how the same budget could do more.Policy & programme designWhom a programme should reach, with what instrument, and how it will be judged.Cost-benefit & fiscal impactWhat a policy or project will cost, year by year, and what it returns.EvaluationWhat a programme changed, for whom, and what would have happened anyway.Market entry studiesHow large the market is, who buys, who competes and what it takes to win.Policy, regulatory & public-demand riskHow incentives, licences, rules and public spending move a business case.Market-entry programmesFrom a study to an operation on the ground: set-up, people, partners and first customers.Business plansA plan a board can approve and a lender or investor can fund.Target search & screeningWhich firms exist, who owns them, and which deserve a closer look.Due diligenceWhat a target’s business, clients and earnings really are, before the price is set.Financial models & valuationWhat a business or an investment is worth, and how it pays back under different scenarios.Surveys & primary dataThe evidence that does not exist yet, collected so that it can be trusted.Custom analytical & performance toolsModels, dashboards and indices, used every time a decision comes back.All servicesOverview

Service · For companies and investors · How to enter

Market-entry programmes

From a study to an operation on the ground: set-up, people, partners and first customers.

Context

What it answers

A market study ends with a recommendation; the company still has to be set up, licensed, staffed and connected to the people it depends on, whether it plans to sell through partners, open a service or development centre, or build a plant. Foreign firms often lose a year at this stage, on structure, permits, hiring and the wrong first partners.

  • Which company, where, and what has to be in place before operations start?
  • Which partners, suppliers and people does the operation need, and where will it find them?
  • Which first customers or contracts, and how does the operation reach scale?

Evidence

How we work

We run the entry as a programme, with workstreams, dates and targets agreed with the client, a weekly call and a monthly report. We compare the options for the local company and its location, including the incentives each would bring and what they require in return, and list what buyers, banks and the authorities that issue permits and licences will check. We map the local supply base and the pool of people the operation needs, with the schools and training it can draw on; shortlist partners and suppliers, prepare term sheets and lead negotiations within agreed limits; and select key accounts and lead the introductory meetings, following public demand where it matters. The client, its local company and their lawyers and accountants carry out what only they can do; we define the work and see that it is done.

Entry structure and location · incentives · permits and licences · supply base and partners · hiring and training · key accounts and pipeline

Direction

What you get

A set-up plan with the options for structure and location, a checklist of permits, licences and registrations, shortlists of partners and suppliers with agreed terms, a hiring plan, an offer and account plan for the first customers, a note on public demand where it matters, and a handover pack once the operation can run on its own.

What the tool looks like

Plan

Three tracks, one calendar

Company, partners and customers in an entry plan

For investors · Market-entry programmes

Illustration with invented figures.

Examples of our work

For investorsInternational technology group2026

Market-entry strategy for Serbia

No published source measures this market, so we built it from primary records: a census of six years of public contracts and tender files, the filed accounts of the supplier base and an object-by-object model of commercial demand. It was sized from the demand and the supply side independently and forecast to 2032 in a model the client can adjust.

All work
Talk to Nemanja Šormaz

The other side

Market entry, business plans, due diligence and valuation for companies and investors.Diagnostics, programme design, cost-benefit analysis and evaluation for institutions.

Read this as an investorRead this as an institution
Next serviceBusiness plans

Contact

Tell us the decision in front of you, and when you need it.

nemanja@econominess.rs

Company profile, PDF · Belgrade, Serbia