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You want to expand your international sales with success? In order to chose the right markets or countries for a satisfying
business development approach which is based on a reasonable cost and price strategy you have to take the right decisions. We will guide you through this labyrinth and we help you to select the
International Sales Development is an organization that sits between the marketing and sales functions of a business and is in charge of the front-end of the sales cycle: identifying, connecting with, and qualifying leads. The task is setting up qualified meetings between a salesperson and a potential buyer with a high probability of purchasing a product. Once a lead is determined to be qualified, it is then passed to a salesperson, typically an Account Executive, who takes ownership of the lead and conducts the rest of the sales process.
Today, sales development has become a strategic revenue-generating function for the vast majority of high growth companies, particularly in B2B technology. SMART cs helps companies to design, build and optimize the sales development organization. Indeed, the fastest growing companies in the world are building massive sales development organizations. You should do the same!
International Business Development entails tasks and processes to develop and implement growth opportunities within and between organizations. Our aim is to create long-term value for an organization from customers, markets, and relationships. Any activity which serves the purpose of developing the business in a positive way will be taken into consideration.
SMART cs is concerned with the analytical preparation of potential growth opportunities for the senior management or board of directors as well as the subsequent support and monitoring of its
implementation. Both in the development phase and the implementation phase, the business developer collaborates and integrates the knowledge and feedback from the organization’s specialist
functions, for example, research and development, production, marketing, and sales to assure that the organization is capable of implementing the growth opportunity successfully. Basically, our
business model gives answers to this question "How do we make money?". This leads to a business plan which is based on an analytical backup and which provides a roadmap for implementation.
Our approach and our skill sets are based on experience in the corresponding fields of activity:
The "pipeline" refers to the flow of potential clients which a company has started developing. Business development staff assign to each potential client in the pipeline a percent chance of success, with projected sales-volumes attached. Planners can use the weighted average of all the potential clients in the pipeline to project staffing to manage the new activity when finalized. Enterprises usually support pipelines with some kind of customer relationship management tool or database, either web-based solution or an in-house system. Our business development specialists manage and analyze the data to produce sales management information like this:
reasons for wins/losses
progress of opportunities in relation to the sales process
top performing salespeople/sales channels
sales of services/products
For larger and well-established companies, especially in technology-related industries, the term "business development" often refers to setting up and managing strategic relationships and alliances with other, third-party companies. In these instances, the companies may leverage each other's expertise to expand their capacities for identifying, researching, analyzing and bringing to market new businesses and new products.
Business development is to be thought of as a marketing tactic. The objectives include branding, expansion in markets, new user acquisition, and awareness. However, the main function of business development is to utilize partners in selling to the right customers. Creating opportunities for value to be ongoing in the long-term is very important. To be successful in business development the partnership must be built on strong relationships.
Our methods and concepts are based on two major processes: formulation and implementation. While described sequentially below, in practice the two processes are iterative and each provides input for the other.
SMART cs analises the environment in which the organization operates. Based on this a series of strategic decisions about how the organization will compete have to be formulated.
This process ends with a series of goals or objectives and measures for the organization to pursue. Environmental analysis includes the:
+ remote external environment: including the political, economic, social, technological, legal and environmental landscape
+ industry environment: like the competitive behavior of rival organizations, the bargaining power of buyers/customers and suppliers, threats from new entrants to the industry, and the ability of buyers to substitute products
+ internal environment: regarding the strengths and weaknesses of the organization's resources (i.e., its people, processes and IT systems).
Strategic decisions are based on insight from the environmental assessment and are responses to strategic questions about how the organization will compete, such as:
What is the organization's business?
Who is the target customer for the organization's products and services?
Where are the customers and how do they buy? What is considered "value" to the customer?
Which businesses, products and services should be included or excluded from the portfolio of offerings?
What is the geographic scope of the business?
What differentiates the company from its competitors in the eyes of customers and other stakeholders?
Which skills and capabilities should be developed within the firm?
What are the important opportunities and risks for the organization?
How can the firm grow, through both its base business and new business?
How can the firm generate more value for investors?
The answers to these and many other strategic questions result in the organization's strategy and a series of specific short-term and long-term goals or objectives and related measures.
Our process implementation involves decisions regarding how the organization's resources (i.e., people, process and IT systems) will be aligned and mobilized towards the objectives.
Implementation results in how the organization's resources are structured (such as by product or service or geography), leadership arrangements, communication, incentives, and monitoring
mechanisms to track progress towards objectives, among others.
Running the day-to-day operations of the business is often referred to as "operations management" or specific terms for key departments or functions, such as "logistics management" or "marketing management," which take over once strategic management decisions are implemented.
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