10 Mistakes by Device Brands Entering New Markets

Expanding into new international markets in the aesthetic medical device industry offers tremendous opportunities—but also significant risks. Brands often approach new regions with confidence built on their domestic success, only to find that strategies that worked at home fall short abroad. Over the past 14-plus years, I have led business development, market entry, and distribution strategies across the Middle East for global brands such as InMode, Classys, and Metrum Cryoflex. My work has spanned from regulatory navigation to training physician networks and building distributor alliances. This article outlines 10 of the most common mistakes I have seen aesthetic device brands make—and what dermatology practices should look for to avoid brands that make those mistakes—to help prepare for important purchasing decisions on new technology. 

1. IGNORING LOCAL REGULATORY COMPLEXITIES
   Many brands assume that one governing body’s regulatory clearance guarantees a smooth entry elsewhere. It doesn’t. Documentation requirements and timelines vary. A single overlooked form or misunderstood requirement can delay market access by months—or lead to total rejection. Regulatory missteps are often the costliest to fix.
   What to look for: Companies that work with experienced local consultants or partners who have secured approvals for similar devices in that jurisdiction. 
2. APPLYING A ONE-SIZE-FITS-ALL SALES STRATEGY 
   Economic conditions, clinical priorities, and buyer behavior vary widely. 
   What to look for: Companies that tailor pricing, positioning, and sales strategy to local realities. They should develop market-specific go-to-market plans rather than copy-and-pasting what worked elsewhere. 
3. UNDERESTIMATING THE ROLE OF TRAINING
   New technologies require hands-on training, especially for complex treatments. A short Zoom demonstration or PDF brochure is rarely enough to build confidence in the field.
   What to look for: Structured, localized training programs—ideally in collaboration with regional key opinion leaders (KOLs). The company should combine clinical education with product familiarization.  
4. NEGLECTING AFTER-SALES SUPPORT
   Clinics need technical support and quick service. Delayed responses or unavailable spare parts can damage a brand more than any competitor. 
   What to look for: A responsive local service network with trained technicians and spare inventory. Service matters as much as the device itself. 
5. POOR MARKET TIMING
   Launching during an economic downturn or into a saturated space can waste resources and harm long-term brand perception. 
   What to look for: Companies that conduct real-time market analysis—assessing local buying power, demand cycles, and competitive saturation before entry. 
6. RELYING SOLELY ON DISTRIBUTORS FOR BRAND VISIBILITY
   Distributors can’t carry the full burden of branding. Without international presence and online credibility, even the best distributors will struggle. 
   What to look for: Investment in global branding—attending key medical congresses, maintaining strong SEO, and establishing a professional digital presence. Recognizing the company’s credibility should be easy. 
7. OVERPRICING WITHOUT CLEAR VALUE
   If a device is priced at a premium, clinics must understand why. “Better quality” is not a sufficient argument in competitive markets.
   What tolook for: Companies that back pricing with clear clinical data, user testimonials, and distinct competitive advantages. They should provide distributors with comparison tools and ROI evidence. 
8. FOCUSING ONLY ON PRODUCT QUALITY, NOT FULL VALUE STACK
   Many brands lean too heavily on claims of superior components or engineering. While important, quality is not a baseline expectation. 
   What to look for: Companies that emphasize added value—training, warranties, support systems, and user experience. Like in the automotive industry, you pay for the full experience, not just the hardware. 
9. TREATING MARKET ENTRY AS A SHORT-TERM SALES PUSH
   Some brands view expansion as a quick win—ship devices, collect revenue, and move on. This rarely works in aesthetics, where trust and visibility take time to build. 
   What to look for: Companies that treat new markets as long-term investments. They should support initial launches with resources, field visits, and patients. Sustainable growth always beats rushed sales.
10. MISMANAGING DISTRIBUTOR RELATIONSHIPS
    Distributors are not just middlemen—they are your face in the region. When poorly equipped or excluded from strategy, their performance (and your reputation) suffers.
    What to look for: Companies that support distributors with tools, co-branded materials, joint KPIs, and regular communication. Distributors should be viewed as strategic partners, not just resellers. 

CONCLUSION
Companies that succeed in new markets are not necessarily those with the most advanced technology, but those with the most strategic and adaptive execution. True market penetration comes from respecting local nuances, building strong partnerships, and committing to long-term value creation. Brands that internalize these lessons are far more likely to scale sustainably and build lasting international presence.