Traditional industries are undergoing rapid transformation with the rise of global digitalization and AI technologies. Among them, agriculture and livestock—the backbone of daily life—are at the forefront of this shift.
Given the limitations of Taiwan's market size and geography, many teams have set their sights on expanding internationally. The challenge, however, goes beyond technological innovation. It's about how to effectively localize solutions and gain traction in new markets.
This is precisely why, for the fourth consecutive year, we've launched the "IP2 Scale Out Program," aimed at preparing Taiwanese startups with the right products and technologies to successfully enter the East Coast market, especially New York.
In this interview, we spoke with Ray Chiu, founder of Calyx, to share his insights from the U.S. accelerator experience. He discusses how a "soft-landing" strategy helped him stay accountable while advancing the company's annual strategy, conducting market research, and setting business goals.
Calyx offers innovative solutions that integrate hardware and software technologies, using data-driven decision-making to optimize production processes, improve operational efficiency, monitor animal health, and enhance overall welfare.
However, adapting to new markets can make or break a company’s ability to execute its annual strategic plans. For founders, staying focused and pushing these goals forward is a constant challenge—and this is where the "soft-landing" approach becomes a powerful early-stage strategy.
Driving Annual Strategies with a Market-First Approach
When asked about his motivation for joining the program, Ray explained that entering the New York market was primarily about understanding local customer needs and adjusting their annual strategy accordingly.
“Our customers are mostly on the East Coast, so this trip was a chance to meet key clients and, after Demo Day, to connect with potential new ones.” he shared.
By engaging directly with the market, Ray and his team were able to gain clearer insights on how to refine their products and strategies, turning broad objectives into actionable goals. He emphasized that when expanding into a new market, the ability to quickly adapt to local conditions is crucial.
Using Soft-Landing as a Tool for Self-Monitoring and Adjustment
Ray further explained that "soft-landing" isn't just about physically entering a new market—it's a process of self-monitoring and continuous adjustment.
When a company steps into unfamiliar territory, this "transition period" helps the team gradually adapt in a stable, guided environment, minimizing direct risks.
“This process helps us keep ourselves in check, allowing us to adjust based on market feedback in real-time. It ensures that our pace in the international market is neither too fast nor too slow.”
Ray noted that they received invaluable advice from industry experts and investors, which allowed them to fine-tune their approach before fully committing to the market.
He added that it’s not just about market adaptation; it’s also about teaching the team how to quickly find their footing in the short term, learning from every interaction and market response.
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