It depends on scope. We do not work with fixed-price packages. After the initial consultation — which is free — we prepare a proposal with an estimated budget tailored to the client’s objective and resources. Some projects are resolved with a seven-week market diagnosis; others require a year of hands-on support. We work by project, with pricing tied to deliverables — not hours consumed.
A free initial consultation, in person or virtual, in two parts. First, we listen: the objective, what has been tried, what resources are available. Then we assess whether there is a viable project and what the priorities would be. If there is a fit, we prepare a schematic proposal with estimated budget. If there is not, we say so — we would rather have that conversation than sell a service that will not deliver.
The senior team does the work. We do not delegate the initial analysis to junior associates or outsource judgment to local correspondents. The same people who sit in the first meeting build the diagnosis and support the execution. At our scale that is possible. At a large firm it is not. We also do not produce 200-page reports that sit on a shelf. Every deliverable is built to inform a specific decision.
Chile, Colombia, Peru, Spain, and Turkiye. Our own team, with direct knowledge of local business culture, market characteristics, the commercial channels through which products and services move, and the regulatory environment in each market.
We work with B2B companies across industrial sectors: pharmaceuticals, medical devices, technology development, and infrastructure. What our clients have in common is not the industry but the situation — they need to enter a market they do not know well enough, or restructure an international operation that is underperforming. If your company faces either condition, we can probably help. If it does not, we will tell you in the first conversation.
With a proprietary matrix method that cross-references economic, regulatory, cultural, and competitive variables of the target market against the client’s actual capabilities. The same indicator — GDP growth, for instance — means different things in Peru, in Turkiye, and in Spain, depending on sector structure, credit access, and local negotiation culture. That cross-reading is what turns data into a strategy that can be executed.
Both, but SMEs are a significant part of our practice. They represent over 80% of the business fabric in Turkiye and Latin America. Many have the production capacity and product quality to compete internationally but lack the strategic structure to do so. We adapt our work models to each client’s budget and timeline. What we do not adapt is the rigor of the analysis — that is the same regardless of company size.
No. Project scope is defined upfront and agreed by both parties. Some clients need a single market diagnosis. Others want long-term support. The client determines the scope; we clarify what we can deliver against it. We do not start work without a defined objective — if the problem is not clear, the first step is to define it, not to begin executing.
Three things, in this order. First, the diagnosis: regulatory structure, competitive profile, distribution channels, and real financial conditions of the target market. Second, entry strategy design, adapted to the client’s capabilities and budget, with flexible work models in scope and timeline. Third, execution support with our team on the ground in the target country. We do not produce generic market reports — every diagnosis is built for a specific company with a specific objective.
Yes. Beyond diagnosis and strategy, we work at the operational level: we structure business agendas for commercial visits to target markets, identify and coordinate meetings with relevant counterparts, and provide direct support during negotiations. For many SMEs, the obstacle is not product quality — it is not having someone who can help them get to the right table with the right preparation. That is part of the work.
Because these are economies with complementary risk profiles, growing institutional proximity through EU–Turkiye frameworks, and commercial and cultural DNA that makes building business bridges navigable. For a Latin American company, Atlantika offers a dual entry point — Europe and a high-growth emerging market — in a single move. For a Turkish company, Latin America becomes accessible through a partner who understands both business environments, with an EU entry point through Spain. We do not work everywhere. We work where we can guarantee our own judgment on the ground.
Yes. We have developed a dedicated program for chemical sector companies that integrates strategy, business development, and R&D support. Designed specifically for Turkish companies in the sector, the program includes foreign trade actions — particularly leveraging Spain as a gateway to the EU for exports and technology collaboration. We work with a team that understands the sector’s regulatory framework, supply chain dynamics, and R&D investment cycles.
Yes. Our team includes specialists with R&D backgrounds, which directly shapes how we work with chemical sector clients. We offer a tailored approach for chemical companies looking to strengthen leadership, refine their market strategy, and bring R&D efforts to market with a concrete plan. This is not generic consulting — it is a working model built by people who understand the sector’s language, focused on actionable outcomes.
It is for companies that need to adapt their business model to the digital environment but either do not know where to start or have already invested without clear results. We evaluate the existing digital strategy, identify gaps between current capacity and commercial objectives, and design a technology adoption plan — from AI application in B2B processes to sales platform optimization. The focus is always real cost-benefit and who will lead the change inside the organization. Technology nobody knows how to use is an expense, not an investment.
Yes. Not every client needs end-to-end support. Some need a market diagnosis to inform an internal decision. Others already have an international presence but want a second opinion on their strategy. Scope is defined in the proposal and adjusted during the project. What we do not do is start work without a defined objective.
Yes. No cost, no commitment. It is held in person or virtually, in two parts: first we listen to the objective and context, then we assess whether there is a viable project. If there is a fit, we prepare a proposal. If not, we say so. No commercial obligation at this stage.
Nothing happens. The consultation creates no obligation. If the conclusion is that the timing is wrong, the problem needs a different kind of solution, or there is no fit, each side moves on. We prefer an honest conversation to a forced project.
Through the signature of the company’s legal representative. Depending on scope, we present a Service Agreement, Project Proposal, or proforma. Budget, payment terms, and start date are agreed. From there, a practical work plan is established that adapts as the project develops.
Direct. Activities are organized with the client’s team, with agile communication and no intermediate layers. We do not produce reports no one reads — we participate in decisions and implementation. The work plan is reviewed and adjusted as the project advances, not at the end when it is too late to correct course.
A market diagnosis is delivered in six to nine weeks, depending on the complexity of the target country. An entry strategy with execution plan takes three to five months. What we do not promise is artificial timelines — if a market requires building institutional relationships before operating, that has its own calendar and compressing it creates risk.
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If you are evaluating an international operation, rethinking a strategy that is not delivering, or need an outside read before making a decision, get in touch. The first conversation is free and carries no commitment.