How to start business in america final
•Als PPTX, PDF herunterladen•
1 gefällt mir•357 views
This document provides lessons learned from a French executive with experience doing business in America. It summarizes that [1] the large size of the American market necessitates different approaches to marketing, sales, pricing, quality, and management compared to France, [2] key lessons include focusing marketing efforts online through websites and emails, properly explaining your value proposition to customers, and providing excellent customer service, and [3] successfully expanding into the American market requires redefining your company's global strategy, value proposition, and go-to-market approach to adapt to stronger competition in a high-cost, high-risk environment.
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (19)
Andere mochten auch
Andere mochten auch (10)
Ähnlich wie How to start business in america final
Ähnlich wie How to start business in america final (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
How to start business in america final
- 1. How to do business in America Lessons learned Xavier Wartelle 14 Mai 2012
- 2. About the Presenter • 27 years dealing with the US • 17 years living in Silicon Valley • French American Citizen • Background: Xavier Wartelle – CEO Subsidiary Thomson-CSF – Started 5 start-ups in high tech – VP Sales, Marketing, CEO, COO… – 15 acquisitions or funding events
- 3. Agenda • Size matters • Marketing • Sales • Pricing • Quality • Management • Strategy • Funding
- 4. Size matters France USA Market Population 60 m 300 m X5 Company over 500 1,824 17,509 X 10 employees Number of 2,7 m 58 m X 20 employees Number of 1,1 m X 50? establishments Capacity of X 100 ? investment
- 5. Why Marketing is important Size of country makes face- Be clear by emails, web to-face meetings difficult site, confcall People don’t have time Stick to the essentials Lots of competition means better customer service Explain your value prop. Nobody wants to deal with Reassure them foreign startups
- 6. Crossing the chasm Geoffrey Moore Technology Adoption Cycle How to pass it: – Vertical focus (attention niche size) – Build trust with key customers – Reassure them with top- notch support – Start by selling non-mission critical components
- 7. Sales • Typical Sales person – $200K+ – Needs strong support from Marketing and SE – Not a business developer – East/West Coast – 50% of sales recruitment are failure – Watch out for pipe dream Cost $ Impact on Business Model
- 8. Sales • No Product Dump! • Start with an agenda • Establish a dialogue • Find the needs, never let go of the needs • Ask questions • Time check • Be ready for objections
- 9. Pricing • Bring value = show me the • Typically price = 15% of the value • Top line or bottom line? • Can you make money selling directly a $20K product?
- 10. Quality Emails, web site, brochure Product quality Customer services and tech support
- 11. Management • Scaling the company means scaling the management and its board • Stock options is a key issue • Could mean stepping down • Remote management is difficult. You need trust.
- 12. Strategy Coming to the US is not just opening a new sales office • High potential • High cost • High risk • Stronger competition • Redefine value prop • Redefine go-to-market • Impact on product management Revisit Global Strategy
- 13. Funding • Silicon Valley VCs – invest $25m in a company – to build a $100m revenue company – that will exit at $250m • Minimum Market $1B • Bring a differentiated solution to a repetitive and important problem • Founder background • Management background • Barrier to entry and IP
Hinweis der Redaktion
- Personal note: 400 switches with Thomson-CSF
- Would you be willing to buy from a Russian Start-up with a guy with a strong accent?My VP Marketing used to tell me: 1st I sell the company, then the productReassure them = Your web site. Example Sequans
- CIO: lot of constrainsWorking with a startup is a risk compare to working with IBMProduct is not perfect, risk about the company, risk about the supportExample: Brixlogic and Diebold. Very conservative in Finance. Trust take time and need to understand the culture
- Personal example: failure to recruit a SE to be Sales at Thomson. He was not able to sellDo not trust your sales: example with Thomson sales guy selling to channel with no paymentSales & Marketing: Cisco a killer S&M. Linkedin 1200 sales persons for 2600 employees
- Recommended lecture
- You need to quantify the valueHow much people are savingHow much revenue you bringExample Netcentrex: starting selling ports, then selling per user, then selling business model
- Bad example: NetCentrex at Verizon
- Typical error VIE, micro-management
- Talend:Management in Silicon Valley, Funding, France, UK, US, No Flip