Twelve readings for four decisions. The dashed rule beneath is the datum every cell is weighed against, the business’s own footprint; the accent marks it.
The reading
What we read, and what it changes.
What we read
On entry: the rules, measures, incentives and procurement a business becomes subject to, or eligible for, the day it enters a market, with their dates.
On sourcing: where the inputs come from, which routes and states they pass through, and the trade measures, export controls and sanctions lists that sit on that path.
On partners: what each partner carries from the jurisdiction it answers to: ownership, state ties, the rules that reach it, and what it is screened against.
On location: where the business earns and employs, and the labour, tax, data and security rules of each place, as published.
What it changes
The entry case: judged on what is published, not on what is reported, with the incentives counted alongside the rules.
The dependence map: what the supply chain rests on that the business does not control, mapped before it is judged; what cannot be traced is printed as not disclosed.
The partner question: what a partner brings with it, and the signs that would change that reading, so it is re-read as alignments move.
The footprint weight: the denominator for every finding, so a measure in one place is weighed by what it touches. Options to consider follow, each dated.
Four decisions, read from the official texts on the left and judged on the right. Every finding is weighted by the business’s own footprint, down to the site where its own records allow.
The question
The decisions have not changed. What decides them has.
Market entry, supply chains, partners and footprint are now geopolitical decisions as much as commercial ones. Geo-business strategy judges each of them against the picture, weighted by where the business actually earns and operates.
A business still has to decide which markets to enter, where its inputs come from, whom to work with and where to put its people and plant. What has changed is that each of these now turns on a trade measure, a sanctions list, an export control, a data rule or an alignment between states, as much as on cost and demand.
Geo-business strategy takes one business’s decisions and reads each against the three domains. The answer is an engagement deliverable, for the business that asked, under an engagement letter: a market-entry options paper, a supply-chain and partner reading, a footprint review, or one decision worked through in a session with the people who own it. It is not a brief in the published series, and it is never a recommendation on a security, nor legal or tax advice.
Twelve readings for four decisions. The dashed rule beneath is the datum every cell is weighed against, the business’s own footprint; the accent marks it.
Related capabilities
Geo-business strategy takes the decisions; the picture behind them lives elsewhere.
Not quickly. A fund we track taking a C$1bn-plus build stake by 31 October 2027: 43% (16% with a government term, 27% without), our estimate, scored when it resolves.
One in practice: revenue, supply and compliance exposure answer to the same dated decisions; their shared hinge, as announced on 24 September, moved to 10 January 2027.