Five checks before entering the Indonesian market.

01

1. Is there real demand, or just a claim that a market exists?

Turn the claim that Indonesia has demand into specific questions: which businesses, in which city, why now and how do they currently buy? Is your contact involved in budget or purchasing decisions?

Industry growth, social media interest and one contact's enthusiasm do not individually prove demand that can lead to a sale. Record actual problems, current alternatives and purchasing timing, then identify what remains unverified.

02

2. Can the product be delivered successfully in Indonesia?

Beyond price, check specifications, operating conditions, after-sales languages, spare parts, delivery locations and purchasing arrangements customers can accept. Which conditions are already met, and which require work?

Product standards, import restrictions and other regulated requirements should be checked for the actual goods and uses by suitable professionals. Do not simply copy another project's approach.

03

3. Choose the entry approach before selecting partners

Introducers, agents, distributors, end buyers and professional providers have different roles. Define what you need the other party to do before assessing whether they have the capability and willingness.

Discuss customer types, market coverage, inventory and after-sales responsibilities, payment arrangements and information disclosure with prospective channels. Exclusivity should not be the default starting point before validation.

04

4. Check partner capability and authorised business activities

OSS links business licensing to specific activities and risk levels. A business identification number (NIB) provides an official business identity, but does not mean every activity has all required licences. Assess the partner's NIB, relevant Indonesian business classification (KBLI), actual role and project location together.

List separately who needs to answer company, tax, visa, employment, import and contract questions. Arclena's coordination does not replace local professional advice or approvals.

05

5. Define the smallest useful check and stop conditions

Choose an action that reduces uncertainty: complete a customer interview, obtain written specifications, receive comparable quotations or confirm a meeting with a clear agenda. Set a timeframe, an owner and conditions for proceeding or pausing.

Classify conclusions as verified facts, statements by the other party, working assumptions or items awaiting verification. Increase your commitment only when new evidence supports it.

06

Put the decision on one page

• What we offer and who the target customer is.
• Verified information and contact records available so far.
• The question to test and what result would change the decision.
• Timing, locations, participants and budget boundaries.
• The support required and what is currently excluded.