Developing Your International Market Strategy

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To succeed in global business, companies need to simplify their approach to export operations while unifying their international sales and marketing efforts.

This was a presentation as part of a panel where we disccused: strategy considerations before your first actions; how to approach the daunting task of positioning your business for international sales, marketing and distribution; how brand positioning and direct communications can have a multiplier effect on your success; and how to integrate cultural, language and marketing considerations so they are synergistic with your business strategy and execution plans.

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Developing Your International Market Strategy

  1. 1. Steps to Develop anInternational Strategy Stephen N. Davis “Partnering With Clients to Drive Sustainable Profitable Growth”
  2. 2. Anyone Can Go Global Doing it Profitably Is the Real Challenge2000 - 2009 © CXO Advisory Group
  3. 3. Common Exporter Mistake #1 Insufficient Commitment By Management2000 - 2009 © CXO Advisory Group
  4. 4. Common Exporter Mistake #2 Going Global Before Domestic Market is Fully Established2000 - 2009 © CXO Advisory Group
  5. 5. Common Exporter Mistake #3 Failing to Develop A Full Go-To-Market Plan2000 - 2009 © CXO Advisory Group
  6. 6. Plan Your Entry into the Channel “If you don’t know where you’re going you’ll probably wind up somewhere else”2000 - 2009 © CXO Advisory Group
  7. 7. Market Selection So Many Choices2000 - 2009 © CXO Advisory Group
  8. 8. Common Exporter Mistake #4 Using Wrong Criteria for Selecting Markets to Enter2000 - 2009 © CXO Advisory Group
  9. 9. Common Exporter Mistake #5 Trying to Enter Too Many New Markets at One Time2000 - 2009 © CXO Advisory Group
  10. 10. Selecting Your Market: Ease of Entry 1 2 3 Canada, UK, Nordic, the Germany, Spain, Language Commonwealth Netherlands Eastern Europe Countries Netherlands, Nordic, Similarity to US UK, Australia, New Canada Benelux, Germany, Business Models Zealand France Canada, UK, France, Germany, Employment laws Australia, New Nordic, Netherlands Italy Zealand Canada, UK, Market Size Italy, Spain, Nordic Eastern Europe Germany, France Canada, UK, Least Amount of Nordic, France, Belgium, Italy, Greece, E. Corruption Netherlands, Spain Europe Germany2000 - 2009 © CXO Advisory Group
  11. 11. Common Exporter Mistake #6 Failing to Establish a Budget Up Front2000 - 2009 © CXO Advisory Group
  12. 12. Creating Effective Budgets  A program without a budget is a wish • Cancelled at any point • Not credible to reseller • Cannot be strategic or justified to management • Costs cannot be measured or controlled  Must estimate costs of program design, implementation and management • Coverage, sales model, support model, value proposition • Calculate as both cost of sales and return on investment2000 - 2009 © CXO Advisory Group
  13. 13. Common Exporter Mistake #7 Not Localizing The Product2000 - 2009 © CXO Advisory Group
  14. 14. Localization - Marking  Requirements vary from country to country  Made in USA has different meanings around the world2000 - 2009 © CXO Advisory Group
  15. 15. Localization – Labeling, Packaging & Documentation  Requirements vary from country to country  Language • May have Multi- Lingual requirement  Country of Origin  May be layers of Labeling  BEWARE: Regulations and Reality may DIFFER2000 - 2009 © CXO Advisory Group
  16. 16. Localization - Standards  US Standards are NOT universally accepted  Know the Standards you have to Meet  CE Mark – European Union  CCC – China  NOMS – Mexico  ISO2000 - 2009 © CXO Advisory Group
  17. 17. Common Exporter Mistake #8 Running Afoul of US Export Regulations2000 - 2009 © CXO Advisory Group
  18. 18. Common Exporter Mistake #9 Selecting the Wrong Distribution Channel2000 - 2009 © CXO Advisory Group
  19. 19. Sales Channels – The Reality “A product with better distribution will always win over a product with poor distribution or customer access” It’s not fair. It’s not right. But, it’s reality.2000 - 2009 © CXO Advisory Group
  20. 20. Know Your Customers Buying ProcessSales Cycle Identify Prospect Qualify Proposal Close DeliverStage Discover Need Seek Solution Review Vendor Agree on Check Start Materials Solution and References Implementation Identify Research Project Specs. Validate Assign Business Goals Determine Total Find Vendors Resources Scope of Project Coordinate ProposalCustomer’s Quantify Impact Get Information Estimates Buying Process Start Training & ROI RFQCycle Choose Vendor Confirm timing & Manage ProjectObjective Timing & Budget Sign off Budgeting Pay Bills Select Vendor Approvals Contract signed Purchase Order 2000 - 2009 © CXO Advisory Group
  21. 21. Channel Strategy  Must start with the customer  How many channel partners do I need?  What channel partners should I have? • Build a channel partner profile • Link to end-user targets • Fit with existing channels • What role do they play? • Influence • Sales • Support • Technical  How do I choose them?  How do I measure them?  How do I generate business for them?  Do the financial requirements make sense for our company?2000 - 2009 © CXO Advisory Group
  22. 22. Distribution Channels - Examples  Direct sales  Brokers  Strategic partners  Franchises  Corporate resellers  Telemarketers  Master or local  Internet sites distributors  e-Marketplaces  Integrators  Retail  Value-added resellers  Agents (consultants,  Manufacturer’s agents affiliates, etc.)2000 - 2009 © CXO Advisory Group
  23. 23. Comparison of Major Channels Retail Agent/Rep Distributor/VAR Acquisition Joint Venture Subsidiary Time to Market Slow Slow Medium/Fast Medium Medium Slow Management Control Low Medium Low High Medium High Brand Control Low Low Low High Medium High Cost of Sales Medium Low Low High Medium High Development of In- Low Low Low Medium Low High House Expertise Access to New Partners Low Medium Low Medium Medium Low Risk Medium Low Low/Medium High Low High Hands-On High Medium High Low Low Low Sales/Marketing Support2000 - 2009 © CXO Advisory Group
  24. 24. Channel Value Add High “High Touch Channels” Field SalesValue VAR’sAdd Dis- “Low TouchOf Sale tributors Channels” Retail Stores Tele- marketing Internet Low Low High Cost per Transaction2000 - 2009 © CXO Advisory Group
  25. 25. Direct Sales Pluses Minuses  Dedicated  Expensive!!!!  Control message to the • Accounts receivable market • Inventory  Customer contact • Expenses  Company loyalty • Employment costs  Control the Brand  Slow ramp up  Priorities (focus) or  Limited coverage products  Labor laws2000 - 2009 © CXO Advisory Group
  26. 26. Joint Venture or Strategic Partnership  Quick penetration – less risk  Established market presence  Provides localization of product  Handles all marketing, sales, distribution & support  Provides ongoing market analysis  Provides ongoing competitive analysis  Usually wont carry competing product  Tough sale – long sales cycle2000 - 2009 © CXO Advisory Group
  27. 27. Approaching a Potential Joint Venture or Strategic Partner  Be Ready to Explain Key Product Advantages  Do Your Homework • Why should they be interested? • Fills competitive hole • Enhances existing product line • Prevents having to compete against you • You could develop market in your home country for their products  How easy it will be to work with you  Support you will give them • Technical • Training2000 - 2009 © CXO Advisory Group
  28. 28. Key Issues Licensing Agreement  Specs & Deliverables  Marketing Obligations  Acceptance  List Price of Product  Grant of License  Performance Requirements  Terms  Warranties  Payments  Limitation of Liabilities  Bookkeeping Requirements  Development Support  Ownership  Rights to Updates  Use of Trademarks  Termination  Training  Source Code Access  Decision Making Authority2000 - 2009 © CXO Advisory Group
  29. 29. Distributors  Sells to other channel players within designated area  Takes title to goods and is compensated by mark-up upon sale  Sells suppliers goods to his own customers  No authority to act on your behalf  Maintains Inventory  Sells in original packaging  May or may not provide after sales services  Many products are taken on consignment basis2000 - 2009 © CXO Advisory Group
  30. 30. Distributor Network Issues  Exclusive v’s non exclusive  Territory covered  Period, renewal, notice to terminate  Performance requirements (quarterly/annual)  Poor performance cure periods  Cross territory sales  OEM sales  Global account sales to multi national corporations  Appointment of additional distributors2000 - 2009 © CXO Advisory Group
  31. 31. Manufacturers Agent/Commercial Agent  Alternative to own sales force  Both authorized to solicit orders in designated area  Receive salary or commission  Usually bear no credit risk  Maintains no inventory  Requires same support & training as internal salesforce  Carries several lines  References, References, References2000 - 2009 © CXO Advisory Group
  32. 32. Agent Issues  Exclusive v’s non exclusive  Territory covered  Commission rate  Period, renewal, notice to terminate  Performance requirements (quarterly/annual)  Poor performance cure periods  Cross territory sales  OEM sales  Global account sales to multi national corporations  Appointment of additional agents2000 - 2009 © CXO Advisory Group
  33. 33. The International Marketing Plan Strategy Program Execution  Goals  Coverage model  Media Campaign  Target  Value proposition  Communication Market  Business rules  Incentives  Product  Sales model  Education  Competition  Pricing  Outsourcing  Channels  Sales Support • Roles model • Alignment  Customer Support Model  Budget2000 - 2009 © CXO Advisory Group
  34. 34. Is Your Buyer Package up to Snuff?  Marketing materials  Localized website and URLs – CLAIM YOUR NAME  Price lists  Outline of your marketing campaign – Demand Creation  Product samples – Packaging (LOCALIZED)  MDF funds and campaigns  In-store merchandising  Prospect & customer correspondence  Sales training for their personnel  Sales support  End user training  End user support2000 - 2009 © CXO Advisory Group
  35. 35. Overseas Distribution Maturity Curve Fully-owned operating subsidiary in the territory Commercial partnership with export distributor in the territory Export distributor supported by dedicated staff based in the territory Export distributorSimple Export supported by Distributor dedicated headquarters- based staff2000 - 2009 © CXO Advisory Group
  36. 36. Key Points That Can Make a Difference  Select your channel partners with care  Develop a mutual agreed performance plan that is measureable  Have realistic expectations  Top management commitment  Focus, Focus, Focus  Long Term View  Clear understanding of end-user targets and their alignment with channel partners  Develop comprehensive business rules for managing program processes2000 - 2009 © CXO Advisory Group
  37. 37. Key Points That Can Make a Difference  Take inventory of your partners • Does the 80/20 rule apply? • Build profiles based on successful partners • Align internal resources based on contribution  Invest in your partners • Marketing • Training • Support • Web  Use the Internet to enhance partner sales  Review your channel strategy yearly • Identifies potential destructive channel conflict • Tune channel support programs2000 - 2009 © CXO Advisory Group
  38. 38. Common Exporter Mistake #10 Ignoring Your International Lost Market Markets When Opportunity the US Market is Doing Well.2000 - 2009 © CXO Advisory Group
  39. 39. Questions2000 - 2009 © CXO Advisory Group
  40. 40. Contact Information: Stephen Davis Interim COO/VP Sales & Marketing | Business Consultant | Sales Channel and Business Development Expert | Author & Speaker “Partnering With Clients to Drive Sustainable Profitable Growth”Phone: (508) 528-7571Email: sdavis@cxoadvisorygroup.comWebsite: www.cxoadvisorygroup.comLinkedin: www.linkedin.com/in/stephendavisTwitter: twitter.com/stephendaviscxo
  41. 41. Driving Profitable Growth We help companies optimize business development and marketing; accelerate sales; and seize the most attractive growth opportunities.2000 - 2009 © CXO Advisory Group
  42. 42. The CXO Advisory Group  CXO Advisory Group is a strategic operations advisory and management firm comprised of proven C-level executives with both breadth and depth of experience.  CXO Advisory Group Team members have achieved success in positions ranging from: President/CEO to COO, and VPs of Sales, Marketing, Corporate Development and Human Resources.  Has proven success in business development and in building US sales and distribution channels2000 - 2009 © CXO Advisory Group
  43. 43. How Can CXO Help You? Business Strategy Services • Audit business practices and organization • Evaluate product and pricing strategies • Evaluate effectiveness of sales channel • Assess effectiveness of existing sales and marketing programs Market Entry Program • Analyze competitive landscape • Market launch strategy and plan • Channel strategy and programs • Establish sales channels • Generate sales and manage relationships • Identify and develop strategic partnerships2000 - 2009 © CXO Advisory Group
  44. 44. How Can CXO Help You? Sales Channel Management • Review and revise sales channel strategies • Channel partner identification, prospecting and recruitment • Eliminate channel conflict • Channel contract development and negotiation Interim Management Resources • Interim CEO, COO, CMO, CSO • Interim VP of Sales and Marketing • Consultant on staff • Launch team coaches2000 - 2009 © CXO Advisory Group
  45. 45. How Can CXO Help You? Venture Advisory Services • Fine tune operations, business strategy and market entry • Assist with due diligence • Strategic business assessment of portfolio companies2000 - 2009 © CXO Advisory Group
  46. 46. Driving Profitable Growth2000 - 2011 © CXO Advisory Group
  47. 47. Contact Information: Stephen Davis Interim COO/VP Sales & Marketing | Business Consultant | Sales Channel and Business Development Expert | Author & Speaker “Partnering With Clients to Drive Sustainable Profitable Growth”Phone: (508) 528-7571Email: sdavis@cxoadvisorygroup.comWebsite: www.cxoadvisorygroup.comLinkedin: www.linkedin.com/in/stephendavisTwitter: twitter.com/stephendaviscxo

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