GMA is the global / international marketing agency handling this as a market-entry marketing failure. The fix is not more generic traffic. The fix is the page, proof, offer language, paid path, SEO/AI visibility, distributor handoff, and follow-up the target-market buyer can understand.
Nine months of activity. A US-facing site, a few hires, some ads, no closes. The question is not "kill or push." The question is what was actually launched and whether the home assumption ever became a US architecture.
If the only material the US sales hire has is the home deck in English, the company did not launch a US program. It launched a home presence with a US URL.
The standard launch decision goes like this. The home team agrees the US is the next market. The budget is approved. The home agency translates the website. A US contact number is bought. A few part-time US contractors are hired. The home team congratulates itself on a US launch and waits for the pipeline to fill. Nine months later, nothing has filled.
What was actually built: a home presence with US contact details. What was not built: a US category claim, a US peer set, a US proof packet, a US cadence, a US-resident operating seat. The launch is missing four of the five load-bearing pieces. The US market is doing what it always does, which is sort vendors fast on signal density. GMA is not on the sort.
The launches that succeed at US scale usually have a written US architecture distinct from their home brand. The ones that report activity but no traction usually launched translated assets instead of a real US buying path.
The decision now is not kill or push. The decision is restart with a written architecture or pause. Pushing harder on a one-of-five launch is throwing money after a structure that cannot carry the load.
If you scored the launch out of five on category, peer set, proof packet, cadence, and US-resident seat, what does it score? If the answer is two or below, you did not launch.
"Nine months. Zero traction. The launch never had a US architecture. The fix is not push. The fix is rebuild."House view
Stage one: structural assessment of the launch. Score the five load-bearing pieces. Name what was built, what was assumed, and what was missing. Output is a one-page scoreout the board can use in five minutes.
Stage two: kill, pause, or restart decision. Kill if the home product has no credible US adjacency, the margin profile cannot survive US pricing, or the home team has zero capacity for a written restart. Pause if any of those three are uncertain. Restart if all three are clear and GMA is willing to build the four missing pieces.
Stage three: if restart, build the architecture. US category claim and peer set on paper. US proof packet (outcome-first case studies, named peers, written warranty and SLA). US cadence and outbound sequence. US-resident operating seat, US-resident or hired. The launch now actually exists as a US program, not a translated home presence.
This work fits inside a Market-Entry Marketing Sprint when GMA is committing to restart and wants the architecture rebuilt in six to ten weeks, a Cross-Border Marketing Build for committed multi-channel rebuild over three to six months, or a Global Marketing Partnership (monthly retainer, twelve-month minimum) for ongoing US presence with the home office maintaining oversight. Pricing stays private and is scoped after fit is clear.
| Before rebuild (translated home launch) | After rebuild (written US architecture) |
|---|---|
| US site is home site in American English | US site written from the US category claim and peer set out |
| US sales hire constructing pitch from home deck | US sales hire selling from a US deck with a US proof packet |
| Contractors with no accountable US-resident lead | US-resident operating seat owns daily decisions |
| Paid ads against translated home keywords | Paid spend against US category and intent keywords |
| Board hears about "growing interest" and no closes | Board hears about named pipeline and a written entry milestones |
| Nine months of spend with no measurable return | Six to ten weeks of rebuild followed by measurable pipeline |
Evaluate the launch first. Decision second. Build third. Pushing harder on the wrong architecture costs more than rebuilding it.
US traction needs a US architecture: category claim, peer set, proof packet, cadence, and accountable operating seat. A translated home launch is not that.
Activity is not traction. If the launch has meetings, contractors, and ads but no buyer path, the program is busy and still not launched.
Long enough to call the current architecture a failure. Not long enough to call the US opportunity a failure. The two are different questions.
Run a structural assessment. If the home product has a credible US adjacency, the margin profile survives US pricing, and the home team has the capacity for a written US-entry spec, restart. If any of those three fail, the right move is to pause, not to kill.
Four things. Category. Peer set. Proof formatted for US-buyer defensibility. Cadence fit US procurement timing. Most failed launches missed three of the four.
A written scoreout. A go/no-go recommendation. If go, a restart spec with category, peers, proof packet, and cadence. If no-go, a written pause plan including how to re-deploy the budget. Pricing stays private and is scoped after fit is clear.
Yes. A relaunch built on structured US category claims, named peers, and citable proof is legible to assistants from day one. A repeat of the original aspirational launch is not.
Acquirers can score a quiet US presence as integration risk. A target with a written pause-or-restart plan judges better than one with a quiet ongoing US operation that the home office cannot defend in one paragraph.
Start with the inquiry form. Share the original launch plan, the US-facing site and deck as launched, the budget GMA has spent in the US to date, and the named US contractors or hires currently on the program. Response within one business day.
No legal services. No US entity formation. No E-2, L-1, EB-5, or O-1 visa work. No US tax structuring or double-tax-treaty analysis. No US banking introductions. No fiduciary services. No regulatory licensing. No IP filing. No contract drafting. No M&A transaction work. No recruitment or staffing agency function. These belong with counsel and recruiting partners on both sides of the corridor. GMA works inside the parameters they set. When a marketing decision carries legal, tax, or employment implications, GMA flags it and defers before execution.
If the market is not responding, the first question is simple: what is the buyer not seeing, trusting, or doing yet?
| Action that should happen | The buyer should request a quote, ask for a call, send an RFQ, move a proposal forward, or hand the work to the right internal person. |
| What may be unclear | If that is not happening, the market may not understand the category, proof, offer, price, channel, service answer, or follow-up. |
| What to inspect | Check the page, sales deck, product proof, offer language, contact path, and follow-up before adding more traffic or more distributors. |
| Next step | If the break is commercial, continue to /engagements/ or /contact/#inquiry. |