Inside NERC: Rapport Makes All the Difference in Successful Market Entry
23 April 2026
When companies expand into new markets, the focus is often on the obvious: market size, demand forecasts, and internal readiness. On paper, everything can look promising…yet many expansions still fall short.
Previously, we spoke about the value of local partnerships when expanding into a foreign market. In today’s deep dive into the work of the Neuroeconomics Research Center (NERC), we’ll explore this in detail. Ilia Fedoseev, a student researcher at NERC at Plekhanov University in Dubai, examined in his research “The Economic and Behavioral Patterns of Market Penetration: A Case Study of Potential Market Expansion to the United Arab Emirates.” This research takes a closer look at what actually drives successful entry into a fast-growth, highly competitive market like the UAE.
For many companies, the challenge doesn’t begin with entering a market—it’s what comes after. Regulations take longer than expected. Competitors are more established. Customer trust is harder to build, despite having a strong product. Even with strong internal readiness, progress slows down because the business is operating without local rapport. In markets like the UAE, where supply reliability and reputation greatly affect long-term success, being prepared from a product standpoint is only one part of the equation.
The correct approach is easier than one might think. When considering expansion to a foreign market, keep these essentials part of your market entry:
• Market research and pilot testing: Not your average “What is my biggest competitor? What are they doing better?” Rather, explore what makes consumers trust your competitors, and find out how you can match or outperform them.
• Capability development: Invest in internal readiness through targeted training, cross-functional skill development, and structured capability-building programs that prepare teams for the realities of a new market.
• Partnership and relationship development: Identified by 38.4% of respondents as the most vital strategic priority. Build strong ties with local distributors, engage with government entities, and connect with industry associations to establish credibility and accelerate market integration.
When approached this way, your company enters the market, not as a new player viewed with wariness, but a business with a locally-attuned presence that aligns with cultural expectations and decision-making behaviors. Customers who might have otherwise defaulted to familiar local competitors are far more likely to engage, evaluate, and trust your offering based on its real value. In a market like the UAE, that difference often determines whether a strategy translates into measurable market traction.
Previously, we spoke about the value of local partnerships when expanding into a foreign market. In today’s deep dive into the work of the Neuroeconomics Research Center (NERC), we’ll explore this in detail. Ilia Fedoseev, a student researcher at NERC at Plekhanov University in Dubai, examined in his research “The Economic and Behavioral Patterns of Market Penetration: A Case Study of Potential Market Expansion to the United Arab Emirates.” This research takes a closer look at what actually drives successful entry into a fast-growth, highly competitive market like the UAE.
For many companies, the challenge doesn’t begin with entering a market—it’s what comes after. Regulations take longer than expected. Competitors are more established. Customer trust is harder to build, despite having a strong product. Even with strong internal readiness, progress slows down because the business is operating without local rapport. In markets like the UAE, where supply reliability and reputation greatly affect long-term success, being prepared from a product standpoint is only one part of the equation.
The correct approach is easier than one might think. When considering expansion to a foreign market, keep these essentials part of your market entry:
• Market research and pilot testing: Not your average “What is my biggest competitor? What are they doing better?” Rather, explore what makes consumers trust your competitors, and find out how you can match or outperform them.
• Capability development: Invest in internal readiness through targeted training, cross-functional skill development, and structured capability-building programs that prepare teams for the realities of a new market.
• Partnership and relationship development: Identified by 38.4% of respondents as the most vital strategic priority. Build strong ties with local distributors, engage with government entities, and connect with industry associations to establish credibility and accelerate market integration.
When approached this way, your company enters the market, not as a new player viewed with wariness, but a business with a locally-attuned presence that aligns with cultural expectations and decision-making behaviors. Customers who might have otherwise defaulted to familiar local competitors are far more likely to engage, evaluate, and trust your offering based on its real value. In a market like the UAE, that difference often determines whether a strategy translates into measurable market traction.