International Strategy for Start-Ups

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International Strategy for Start-Ups

  1. 1. WORKSHOP   International Strategy for Start-Ups November 28, 2012 Organised by João Sem Medo Center in partnership with Startup Lisboa Led by Dorit Ferreira, Gate International© 2012  Gate  Interna,onal  GbR  
  2. 2. Overview INTERNATIONAL STRATEGY FOR START-UPS 1.  Introduction 2.  What do we mean by internationalisation? 3.  Why is it important to look abroad? 4.  Internationalisation for Start-Ups 5.  The importance of a Go-to-Market Strategy 6.  Funding 7.  Discussion & Final Thoughts© 2012  Gate  Interna,onal  GbR  
  3. 3. Definition INTERNATIONAL STRATEGY FOR START-UPS What do we mean by internationalisation?© 2012  Gate  Interna,onal  GbR  
  4. 4. Definition INTERNATIONAL STRATEGY FOR START-UPS What do we mean by internationalisation? •  Internationalisation is the process of recognising the influence of international activities on the future of the company. This process is then followed by actions, i.e. by establishing partnerships and conducting transactions with international organisations. •  Gerald Susman (2007)1 referred to it in more general terms as the process of increasing involvement of enterprises in international markets. •  More specifically, internationalisation comprises the planning and implementation of specific products and services that can easily be adapted to foreign markets and cultures. 1 Susman, Gerald I. (2007)., Small and Medium-sized Enterprises and the Global Economy,© 2012  Gate  Interna,onal  GbR   Welch & Luostarinen, 1988.,Edward Elgar Publishing, p. 281
  5. 5. Reasons INTERNATIONAL STRATEGY FOR START-UPS Why is it important to look abroad?© 2012  Gate  Interna,onal  GbR  
  6. 6. Reasons INTERNATIONAL STRATEGY FOR START-UPS Why is it important to look abroad? •  Desire to grow •  Increase in performance and recognition •  Unsolicited foreign orders •  Domestic market saturation or limitations The crisis presents challenges at home, but also opportunities abroad •  Potential to exploit a new technological advantage •  Different geographies have different needs and complement each other in presenting a wide range of gaps à opportunities to build market presences© 2012  Gate  Interna,onal  GbR  
  7. 7. Experience INTERNATIONAL STRATEGY FOR START-UPS International Experiences Can you share with us some of your International Experiences? ... think of obstacles, cultural differences, political, social and economic barriers ... How to do business in other countries...© 2012  Gate  Interna,onal  GbR  
  8. 8. Start-­‐Ups INTERNATIONAL STRATEGY FOR START-UPS Internationalisation for Start-Ups Why should a Start-Up consider internationalising when it is only just beginning and getting established in the home country?© 2012  Gate  Interna,onal  GbR  
  9. 9. Start-­‐Ups INTERNATIONAL STRATEGY FOR START-UPS Internationalisation for Start-Ups Why should a Start-Up consider internationalising when it is only just beginning and getting established in the home country? •  We live in a global society with local differences. •  Start-Ups are agile – it is easier for them to try something new and to adapt. •  It is easier for Start-Ups to focus and subsequently easier to choose P&S mix. •  Start-Ups tend to be early adopters of social presence. The crisis presents challenges at home, but also opportunities abroad. •  The marketing function of Start-Ups is developing which gives the opportunity to embed materials for internationalisation early on and shape the internal marketing collateral lifecycle.© 2012  Gate  Interna,onal  GbR  
  10. 10. Strategy INTERNATIONAL STRATEGY FOR START-UPS What makes an international strategy so important? •  The process of internationalisation brings about opportunities for small and medium sized enterprises (SMEs), but also some risk. •  A clearly defined strategy will help focus on the aims, target business segments, explore the unique selling points, achieve the best market positioning, minimise risks and overcome difficulties while continuously assessing success and investment levels. •  The Internationalisation Strategy must take into account the company’s economic ability to incorporate strategic and operational change. •  Internationalisation is a strategic development whereby operational planning leads to successful implementation of international activities.© 2012  Gate  Interna,onal  GbR  
  11. 11. Approach INTERNATIONAL STRATEGY FOR START-UPS 1. Vision and Goals 2. Starting Point / Analyses 5. Internationalisation, First Step 3. Strategy Definition 6. Control 4. Strategy Implementation 7. Strategy Review 8. Internationalisation, Step Two© 2012  Gate  Interna,onal  GbR  
  12. 12. Implementation  example INTERNATIONAL STRATEGY FOR START-UPSThe three phases we advise our clients. Phase  One   Phase  Two   Phase  Three   •  Go-­‐to-­‐market  strategy   •  Conferences   •  Customer  rela,onship   •  Marke,ng  collateral   •  Networking/associa,ons   management   •  Web  presence   •  Project  management   •  Targeted  introduc,ons   •  Media  and  PR  strategy   •  Publica,ons  and  PR   •  Risk  management     •  Methodologies  and   •  Demonstra,ons   •  Case-­‐study  and  best   templates   prac,ce  harves,ng   •  Proposals  and  contracts   •  Business  Development   •  References   •  Opportunity  tracking   Ac,vity  Plan   •  Follow-­‐up  business   Strategy  and  Planning     Lead  Genera3on   Engagement  Management  © 2012  Gate  Interna,onal  GbR  
  13. 13. GTM  Strategy INTERNATIONAL STRATEGY FOR START-UPSFramework. What to Sell Go-to-Market To Whom Strategy to Sell How to Sell•  Defining the GTM Strategy or To Whom, How and What to Sell involves reassessing the business. To do this, we are looking at (1) value innovation, (2) market innovation, and (3) business model innovation - the cornerstones of the GTM Strategy.© 2012  Gate  Interna,onal  GbR  
  14. 14. GTM  Strategy INTERNATIONAL STRATEGY FOR START-UPSComponents. 1. Value Innovation - ‘What’ •  Mission and Values •  Unique Selling Points (USPs) •  Products and Services (P&S) 2. Market Innovation – ‘To Whom’ •  Geographies •  Verticals 3. Business Model Innovation – ‘How’ •  Marketing •  Operations and Support •  Partnerships, Investment and Change Management© 2012  Gate  Interna,onal  GbR  
  15. 15. GTM  Strategy INTERNATIONAL STRATEGY FOR START-UPSSWOT Analysis Internal factors External factors Positive Negative© 2012  Gate  Interna,onal  GbR  
  16. 16. Value  Innovation INTERNATIONAL STRATEGY FOR START-UPS Products and Services Mix (P&S) •  It is vital to get the right mix of Products and Services •  There are well-known methodologies that can be used to better plan the Product & Services mix. One of the most used is the Marketing Mix, often referred to as the 4 Ps of Marketing (first introduced McCarthy, 1960) includes marketing strategies of product, price, placement and promotion. . •  For a Start-Up, being able to “correct course” is much easier. This allows for trial and error provided there isn’t a large amount of investment involved. •  Staying with an agile strategy is key to the ability to home in on the right mix!!!© 2012  Gate  Interna,onal  GbR  
  17. 17. Market  Innovation INTERNATIONAL STRATEGY FOR START-UPS(example) Verticals •  Tourism, Retail, Finance, Telecoms... different countries have very disparate strengths and needs in different industry sectors – knowing where the sweet spots are is KEY, as is to change with them!© 2012  Gate  Interna,onal  GbR  
  18. 18. Market  Innovation INTERNATIONAL STRATEGY FOR START-UPSVertical Analysis (example) Verticals - Tourism •  Large hotel chains will be good candidates in the tourism industry. •  Online is the vastly preferred channel for booking travel. •  In absolute terms Brazil, Germany and the UK have the largest number of people online in tourism. •  Booking via new technologies is the most relevant trend for the next decade. • Social media, mobile and new technologies offer the biggest opportunities (pie chart below).© 2012  Gate  Interna,onal  GbR  
  19. 19. Business  Model  Innovation INTERNATIONAL STRATEGY FOR START-UPS Marketing •  The marketing function, communication, and materials have to take into account international business and be enhanced accordingly. •  The choice of language and business focus of the content whilst maintaining an emotional element are important. •  Participation in industry events is recommended. •  The website content will need to be bilingual in Portuguese and English. Other languages may be added later.© 2012  Gate  Interna,onal  GbR  
  20. 20. Business  Model  Innovation INTERNATIONAL STRATEGY FOR START-UPS Operations and Support •  A model for sustainable operation and growth has to work in two ways. It has to support opportunity creation and project delivery outside of Portugal whilst minimising the impact on the smooth running of the domestic operation. •  The project execution and support could follow different models: •  Near-shore •  ‘Commando-Infantry’ •  ‘Anchor’ •  Execution at the client site© 2012  Gate  Interna,onal  GbR  
  21. 21. Business  Model  Innovation INTERNATIONAL STRATEGY FOR START-UPS Partnerships, Investment and Change Management •  Partnerships – partnership models •  Investment – Budgets for foreign investment, capacity building, and marketing should change over time in accordance with additionally generated international business •  Government funding programmes for SMEs wanting to internationalise could be explored •  Change Management – Internationalisation and growth will require changes to the organisation. Managing this change is vital and can only be achieved by carefully monitoring all aspects of the business.© 2012  Gate  Interna,onal  GbR  
  22. 22. Funding INTERNATIONAL STRATEGY FOR START-UPS •  There is an increasing number of incentive programmes to help SMEs work internationally •  The European Commission has been funding projects in several areas: –  Environment, Energy and Transport (e. g. Marco Polo II) –  Innovation and Research (e. g. Competitiveness & Innovation Framework Programme) –  Culture and Media •  The European Union is also putting out programmes of funding to support: –  Promotion of necessary Management Skills –  Creation of Trans-National networks –  Initial steps (financially) –  Governments to locally create further incentives •  Funding is also available at National Level, and it varies from country to country. –  For example, IAPMEI has a number of programmes: •  Programme 06/SI/2012 (finance consulting to help competitiveness) •  Programme 10/SI/2012 (increase international activity and readiness) •  A large number of SMEs don’t benefit from funding because they don’t know about it!! (only 34% of German SMEs2 for example)© 2012  Gate  Interna,onal  GbR   2 Hauser, C., Barriers to SME Access to Promotion of Foreign Trade and Investment, Institute for SME Research Bonn, Germany
  23. 23. Discussion INTERNATIONAL STRATEGY FOR START-UPS© 2012  Gate  Interna,onal  GbR  
  24. 24. Thank  you  for  your  time!   Please  find  below  our  contact  details  for  future  reference:   We are happy to accompany you all the way on your journey to internationalisation! ü  We can define international Go-To-Market, Marketing and Business Strategies ü  Review operational models and improve processes ü  Build or enhance your marketing function, communication and marketing collateral ü  Help with international PR and events ü  Assist with available funding, both at national and at European level ü  Find partnerships and networking opportunities ü  Provide representation services and help with setting up an office Dorit  Tavares  Ferreira   Ilidio  Ferreira   Managing  Director   Director       t        +49.40.53.271.491   t        +49.40.53.279.462   m    +49.160.94.400.500   m    +49.157.7506.3530   e      d.ferreira@gateinterna,onal.eu   e        i.ferreira@gateinterna,onal.eu   Neukamp  16  w  22399  Hamburg  w  Germany   www.gateinterna,onal.eu  © 2012  Gate  Interna,onal  GbR  

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