Cross-border business development in specialized industrial markets requires a sequence of research, prospect qualification and relationship-building activities before commercial outcomes can be assessed. This paper examines how an India-based advisory team organized early-stage B2B market development for an industrial battery-sector client targeting European buyers. It adopts a qualitative, descriptive single-case design based on the author's participation in a project undertaken in 2026, supported by non-confidential process documentation and published literature. The case describes four linked activities: industry and market scanning; prospect identification and segmentation; lead-stage management; and coordinated outreach through professional networking, telephone contact and email. Rather than testing channel effectiveness, the study develops an operational account of how these activities can be combined within a small advisory team. Its contribution is a process framework and four propositions for future empirical examination concerning qualification discipline, channel complementarity, contextual adaptation and continuity of documentation. Proprietary prospect records, contact information and campaign outcomes are not disclosed. The paper is therefore an exploratory account of process design, not a statistical evaluation of outreach performance or export success.

Keywords: international market entry; business-to-business marketing; prospect development; customer relationship management; industrial batteries; qualitative case study