PHASE 3 - EXPAND
Having Established a business venture in the South Pacific region, the third phase of engagement is to successfully Expand.
This is not as easy as it sounds. Our experience is that parent companies often underestimate the benefit of having someone they can trust and rely upon to give them sensible independent advice and, if necessary, act on their behalf after a business is established. This is particularly applicable to distribution and purchasing arrangements, when it’s unlikely the parent company will have personnel in the country, but it is also applicable to companies acquired or created.
It is not uncommon to find differences of opinion and perception between offshore ventures and the parent company, particularly when businesses are not meeting expectations. Culture, language, time zones and distance all make communication harder and misunderstandings easier. In addition, the external business environment can change without notice and unless the local operations and head office are plugged in to potential changes they may get missed, with adverse consequences.
We have a long and successful history of managing businesses in our region and taking businesses global, so we understand our clients’ issues first hand. We can help you successfully manage your international business too.
Please Contact Us to discuss how we can assist in expanding your business.
SALES
A myriad of reasons could account for sales not occurring as quickly as budgeted. For one, clients often underestimate the time it takes to build a presence in a new region before sales materialise. But there are others too, where intervention is desirable. Sometimes they reflect the nuances of selling into new markets, where sales strategies may be different from home markets.
Ascertaining the effectiveness of sales teams is a good starting point. We can organise an appraisal of sales teams and sales strategies – if poorly led, misguided or there are under-performers then organisations will always be struggling to meet their sales expectations. And we can help recruit and evaluate new sales resources.
Even good sales teams require support to be successful, such as sales support staff, marketing assistance, research into new markets or segments, lead generation, website support, periodic industry analysis and trade show support. We have a network of experienced people who can provide these services, and more, as and when required.
We can also vet potential customers if required. This is particularly useful where the customer will become a major source of revenue. Their history, reputation and credit-worthiness are worth knowing in advance to structure appropriate credit terms.
Finally, we can be there in support when things are not quite going right. We can chase debtors for payment, from polite follow-ups through to legal action.
SUPPORT
Being the trusted and objective eyes and ears for operations located overseas is one way we can provide effective Support as businesses expand. When things are not quite right or the feedback from staff isn’t ringing true, we can address the issue(s) and report back. It is a cheap and effective way to complement periodic visits from head office.
This applies particularly to distribution and purchasing arrangements, where the absence of company personnel in the market can be a problem. Better that distributors / suppliers know that the parent company has a presence in the market who can meet with them periodically, carry out an audit if needed and/or monitor trading conditions.
In addition to trouble-shooting issues, we can help by chairing meetings, mentor staff, undertake audits, represent or lobby for a client and/or undertake consulting / business reviews. Our extensive business management, consulting and board experience can be utilised to cost-effectively support a local business through phases when the corporate office might not have the time or wish to avoid the cost of sending staff to solve a problem in an offshore operation.
In our experience, providing support is less intrusive and often easier if we are also appointed as the local non-executive director.