Growth through internationalisation
Market expansion to new countries or regions utilises the current company business in Finland and possibly in other established international markets as a stepping stone. I assist companies to identify the changes required in international operations. These can be related to business strategy, total offering, market differentiation or customer operations. In addition, I can take, if so requested, a concrete responsibility of setting up international operations or entering into new countries.
Definition of differentiation factors for international markets is, if possible, even more important than in domestic ones. If a company has not been able to avoid competitive tendering in its currently served markets, reasonable margins cannot be expected on new markets either. The profitability of international operations will thus suffer. That is why methods and processes of sales and marketing must be sharpen already before international expansion. On top of this it is then possible to build successful international market entry and develop answers and plans for e.g. following issues:
According to specific situations, the focus in my internationalisation assistance can be in analysing preconditions of a company´s internationalisation and in development of necessary missing capabilities. Alternatively, direct actions that build presence and commercial success in the new markets can be taken. This is backed by my extensive experience in doing international business in very competitive markets, especially in Western and Central Europe, Asia and Northern America. In addition, my long career has given me an extensive contact network in numerous countries. These contacts are available, if needed, when more in-depth assistance is required to plan and implement target country entries. You can discuss more with me about your challenges for generating growth through international expansion. Please call me, +358 40 559 7010, or send an email, [email protected]. Share this page:
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Company casesAwareness and market position of a company´s solution in various Central European countries was low and consequently there were no sales in these countries. Systematic actions were taken to improve the situation. First in export mode, relationships with the potential customers in the region were created, customer expectations were studied and tight relationships with the industry influencers and media were built. On the basis of this, local presence in the most important countries was established. As a consequence, the company became one of the leading vendors in the region and won several important customers with high profitability.
------------------------------------------------------------------ A European country was identified as a possible new market for the products of a technology company. A more in-depth desk study combined with visits to the target country was started to better understand the opportunity and required actions. That way it was possible to identify and make first contacts with potential customers and local industry influencers as well as to clarify the competitive situation. A local assistant was hired, and he dug deeper the background and expectations of the customers and the preconditions of successful operations. When the studies and analysis were showing green light, the assistant also helped to set up a local sales office. Soon the company managed to make in the country the first deal with a significant customer. ------------------------------------------------------------------- When planning a new country entry, it was noticed that besides strong local support, the potential customers also expected to have extra services beyond the vendor´s normal offering. Partnering with local companies was selected as a solution, instead of enhancing vendor´s own offerings. After choosing the best partner companies and fine-tuning cooperation details, the company was able to win its first customer cases. More insights and foresights
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