Tired of hearing the same old song and dance?
The company needs to be internationalized.
For example, at least 40% of sales abroad. Easy:
1) A Export ManagerA good salesperson who can open new markets with minimal investment (a couple of trade fairs will suffice, the rest from here) and who sells; the product is good.
2) Interns, they know English and the incoterms.
3) There's an ICEX mission out there... so let's see if we get lucky.
«We're already billing almost 8% from abroad. Of course, the invoicing is a real mess, some serious conflicts, plus we can't seem to build loyalty with the channel and they're constantly telling us to lower prices, that the product isn't a good fit, that the market is different in this country versus that one, and that there are too many competitors…»
«And what's the point of strategy? And market research? And positioning? What's the point of process review? What's the point of intellectual capital? In the end, what we need are orders!»
What a tired old topic! Capabilities.
And what about the one about the outsourcing?
And if we add a third one, internalization, the tongue twister is served.
The market is global, and internationalization is essential: not only to reduce risks by being present in different markets, but also because, regardless of the sector, a significant part of our ecosystem is located abroad: suppliers, partners, competitors, emerging trends and technologies, etc. The decision to outsource or in-house a task like this involves balancing time, information management, and efficient resource allocation.
Internationalization involves transform an international organization.
Customers, processes, or both. But when it comes to internationalizing customers, the processes are not the same. It's a critical task that affects the very nature of what the company does and how it does it, as well as having a profound impact on the spheres of activity and power of the people who comprise it.
When we encounter a change project like this, the logical thing to do is to allocate temporary and preferably external resources, without strings attached.
The project should result in the establishment of new processes and, of course, new clients. processes, Once established, they will have a longer-term projection, so normal management should be internalized with our own staff.
It's a relief to think that the internationalization of a Spanish company isn't very different from the internationalization of an American company. In fact recent personal experiences They show me that frustration and conflict always stem from a flawed understanding of the task. And the checklist is well-known: what strategy, which countries, which segments, which channels, which product, what positioning, what resources, what risks, what integrated marketing, what sales plan, what processes…and what changes do I need to make it all successful?
And yet, both in the US and here, we go straight to the sales plan! Each of those items on the checklist requires meticulous attention, and change management requires more than just an export manager.
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Through the interim management It is possible to design and execute internationalization strategies and tactics, ensuring the success of the process, without compromising internal resources allocated to other objectives and with an orderly exit.
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