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DOCUMENT STRUCTURE
Content Description Page Number
Executive Summary 3
Global Market 4-6
Latest Industry Trends 7-15
Geographic Insights 16-21
Business Development
Approach
22-30
Resource Requirements 31
90 Day Plan 32
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Executive Summary: -
Succeed Technologies is an eLearning Startup. The organization was founded in 2015 and provides
services related to training & content development, Digital Marketing, Web Design and
Development and Publishing.
The objective of this document is to share insights about the understanding of
How the eLearning market is structured globally.
Which are the potential markets with insights into the adoption and continued use of
eLearning including what might be the key drivers, challenges and growth avenues in these
markets.
What are the trends and forecasts in the eLearning market, social learning, mobile learning,
microlearning, corporate MOOCs and more?
The drivers for growth and development.
A look at potential “Game Changers” and disruptive technologies and approaches to
eLearning including game based learning, gamification and wearable technology.
What will be the likely approach to developing new revenue models for the organization?
The state of the eLearning market globally continues to shift, grow and evolve. This is illustrated by
the increasing budget allocations for eLearning programs, the growing relevance of eLearning in
various geographic markets around the world, new trends in emerging technologies and tools that
support eLearning, and the swelling role of social learning as a top learning and development
priority. The global L&D industry is complicated with many moving parts, disruptive technologies
and shifting priorities.
The Cloud is changing the way Organizations, Employees and Partners interact and collaborate.
Within the Cloud solutions universe, Software-as-a-Service (SaaS) is playing a major role. Per
Gartner, SaaS will continue to experience healthy growth.
The SaaS model is also playing a major role in helping to increase the size of the E-Learning market.
Small and Medium-sized Enterprises (SMEs), as well as large Corporations are making the adoption
of a SaaS LMS a key priority. Large Corporations are switching to a SaaS LMS from in-house LMS
solutions or they are now using a SaaS LMS as a secondary learning system for special
training purposes.
E-Learning is subjected to the influences of sales trends related to smart connected devices and the
Internet megatrend (that is, the spread of the Internet in the world). Per IDC, the number of PCs will
fall from 28.7% of the device market in 2013 to 13% in 2017. Tablets will increase from 11.8% in 2013
to 16.5% by 2017, and smartphones will increase from 59.5% to 70.5%.
Presently, the U.S. represents the leader in the adoption of eLearning technologies and services.
This fact supports the belief that North America will likely exhibit significant growth in this sector
between 2016 and 2023.
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GLOBAL ELEARNING MARKET: -
The size of the eLearning market was estimated to be over USD 165 Billion in 2015 and is likely to grow
by 5% between 2016 and 2023, exceeding USD 240 Billion.
The U.S. eLearning market is likely to be valued at over USD 27 billion by the end of 2016, primarily
because of the fact eLearning and related products and services have significantly expanded across the
region in recent years.
The industry clocked a total revenue of $46.67 Billion. Across three product categories “Packaged
Content ($33.06 Bn)”, “Services ($6.49 Bn.)” and “Platform ($7.12 Bn)” respectively.
ELEARNING MARKET (REGION WISE BREAKUP): -
North America – $23.33 Bn.
Asia - $10.93 Bn.
Western Europe – $7.97 Bn.
Latin America - $2.10 Bn.
Eastern Europe - $1.02 Bn.
Middle East - .68 Bn.
Africa - .60 Bn.
GLOBAL CORPORATE ELEARNING MARKET (2020): -
The size of the market is expected to reach $31 Bn. In revenue by the end of 2020 with a
CAGR of 11.41% during the period 2016-2020.
The corporate eLearning segment includes all forms of electronically supported learning and teaching
tools used by firms and organizations to facilitate continuous learning and development (L&D) of their
workforce. eLearning allows organizations to switch to more advanced learning and teaching models
that use digital formats to integrate information.
KEY GROWTH DRIVERS: -
Enterprises of different sizes have started considering eLearning as a viable solution to their budget and
productivity-related issues, as changing business needs and technology improvements have encouraged
the adoption of eLearning solutions at the expense of traditional teaching methods.
The introduction of social, mobile, analytics, and cloud (known as SMAC) technologies has also
facilitated the adoption of eLearning solutions.
Dozens of new types of learning and training technologies were introduced in the marketplace in the
last decade. Gamification, mobile learning and social learning have all become buzz words within the
L&D community. These new technologies offer the advantage of being able to reach a wider number of
trainees at a fraction of the cost of the traditional instructor-led classroom model.
People’s growing attitude towards self-training for job-related purposes, based on personal initiative.
Per a PEW research 73% adults consider themselves lifelong learners. 63% of those who are working (or
36% of all Adults) are professional learners. They have taken a course or indulge in additional training
in the past 12 months to improve their jobs skills or expertise connected to career advancement)
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GLOBAL LMS MARKET (2020): -
The LMS market currently is $3Bn. And includes hundreds of platforms to help companies manage all
aspects of their employee training. Globally the LMS market is expected to grow at CAGR of
19% - 24% by 2020.
Per the deployment reports on-premise deployment dominated the market in 2015 especially in the
Middle East, Africa and South America. This fact can be primarily attributed to the adoption of LMS by
large enterprises.
However, analysts predict that Hosted Deployment of LMS will surpass on-premise deployment by
2024.
KEY GROWTH DRIVERS: -
IT spending is steadily shifting from traditional IT offerings to cloud services. The aggregate amount of
cloud shift in 2016 is estimated to reach $111 Bn., increasing to $216 Bn. In 2020 (Source: Gartner
2016)
More than $1 Trillion in IT spending will be directly or indirectly affected by the shift to the cloud
during the next five years, said Gartner Inc. This will make cloud computing one of the most disruptive
forces of IT spending since the early days of digital age. (Source: Gartner 2016)
SasS addresses the issues of customization and integration with which so many organizations have
struggled. SaaS and specifically Cloud are now the dominant delivery model in LMS today. Josh
Bersin
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GLOBAL ELEARNING PACKAGED CONTENT MARKET (2019): -
From Off-The-Shelf (Ready to use) to in-house bespoke courses (Specifically designed or tailor made to meet
business requirements) adopted the market currently stands at $33Bn. With a CAGR of 9%
KEY GROWTH DRIVERS: -
Most the purchases are happening in the corporate segment where L&D professionals are eager to buy
eLearning content in the name of pursuing a variety of learning goals.
Half of the L&D content is developed from scratch by internal/external L&D practitioners.
Use of multiple providers at the same time to pursue different learning goals.
Enterprises choose what to develop internally and what to get externally. Internal trainers are used to
for topics that are core to the business or complicated to outsource. On the other hand, some topics lend
themselves more to being outsourced than others. These are specific needs that companies do not
believe are strong competencies internally.
The top three areas of training content (within corporates) are – Managerial Capacity, Profession or
Industry Specific, Mandatory and compliance. Typically, all put together over 40% of the training is job-
specific.
Per Deloitte research MOOCs can expand corporate training options.
Buyers pursue responsive design, increased video usage, user-generated content creation and
management – all elements central to many content authoring tools.
xAPI (Tin Can) compatibility is another emerging feature demanded of authoring tools. While it still
represents a niche product in terms of adoption, it is expected to become a game-changer in the
upcoming years.
With xAPI, it’s possible to overcome understanding who took and completed a course to track
experiences like: mLearning, Serious Games, Simulations, Informal Learning, Real-World
Performance.
TRAINING BREAKDOWN BY TOPIC: -
The major contribution comes from
Job specific Technical Skills – 27%
Job specific Soft Skills – 13%
Compliances – 13%
Leadership Development / Succession Planning – 11%
Individual Competency Development – 9%
Products & Service Knowledge – 9%
Source: Brandon Hall Group Training Study 2015
COURSE DISTRIBUTION BY SUBJECTS: -
Business & Management – 16.8%
Science – 11.3%
Social Sciences – 10.8%
Computer Science – 9.74%
Humanities – 9.41%
Education & Teaching – 9.36%
Health & Medicine – 8.27%
Programming – 7.44%
Art & Design – 6.73%
Engineering – 6.11 %
Mathematics – 4.09%
Source: Class Central
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ELEARNING TRENDS: -
Broadly, the entire eLearning landscape around the globe is changing rapidly and new trends
continue to emerge. Some of these trends are related to the eLearning industry itself, while others
have been generated by the transformation of the human resources management across the
enterprise. Additionally, several significant consumer trends that directly or indirectly impact the
eLearning landscape have arisen.
Learning and training leaders have also noted economic constraints, new technologies, and
workforce re-skilling as influencers of future budget allocation, per the 2015 Training Industry
Report by Training Magazine.
Per Brandon Hall Group, L&D leaders will allocate future budgets to stay in line with company
growth goals. In the upcoming years, they are expected to consult more and more C-level executives
to ensure their learning strategies are aligned with future business objectives.
“Today’s learning and training departments define themselves as the gatekeepers of productivity
and performance improvement with nine out of ten survey respondents citing ‘improved
productivity and performance’ as a major goal of their learning and development department.
These leaders also emphasize the importance of showing the real-world applications of the
knowledge they provide workers, with nearly 70% of respondents selecting ‘converting
knowledge into business outcomes’ as their department’s goal. Rounding out the top three is
‘education and growth of employees,’ which two-thirds of respondents named as a goal of
their department.”
While most companies that need learning management already have LMS products, there is a
significant churn trend, as they can now easily switch to another supplier. As a matter of fact, Long-
term contracts for LMS products are now quite rare and switching vendors are relatively painless for
buyers.
TOP 5 L&D Priorities
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TOP 5 Reasons for LMS CHURN
SOCIAL LEARNING: -
“Social learning,” as it is often considered to be, is nothing entirely new. Though many new modalities of social
learning have emerged in recent years, in many ways it has been around for a long time. But if social learning
has long been present, why has the focus on it increased recently? Some believe the answer is related to the fact
technology is now mature enough to address the most common concerns regarding social learning in the
workplace, such as tracking, recognition, and security.
Additionally, as more Gen Y (millennial) workers enter the workplace, the needs and demands for a more social
learning experience will increase exponentially, as such tools and modalities have been a part of this
generation’s DNA. Social learning technologies have a huge impact on several enterprise core processes, from
recruiting to training and developing talent. And there’s more: results are quickly measurable because social
technologies have a direct and obvious effect on performance. The route from social learning to informal
learning is very short.
Per recent research by Deloitte, companies tend to be focused on issues like revamping performance
management, improving the capabilities of leadership, improving engagement and retention, and creating an
employee-centric learning environment.
Currently, employee engagement solutions stretch across many categories. Primarily, most employee
engagement technology solutions fit within well-known categories, like talent management and employee
recognition. However, we are seeing employee engagement as a significant focus in many other categories,
including wellness, engagement measurement, learning, and benefits.
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The future of social technology can be summed up in one word: “engage.” If social is viewed in terms of how it
can engage employees, then its role becomes less about delivering content and more about helping employees.
The future of social technology lies not in any single platform or tool, but in how these technologies lead to
interactions within the workforce and how they are used within common
processes.
TOP 5 LEARNING TECHNOLOGY PRIORITIES
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MOBILE LEARNING: -
MarketsandMarkets forecasts the Global mobile learning Market to grow from $7.98 billion in 2015
to $37.60 billion by 2020, at a Compound Annual Growth Rate (CAGR) of 36.3%. North America
is expected to be the largest market in terms of market size, while Europe and Asia- Pacific are expected to
experience an increase in market traction during the forecast period.
Per Ambient Insight’s Analyst, the US was the top buying country for mobile learning in 2014, followed by
China. Spending on mobile learning in China will start to outpace US expenditure amounts in the 2017-2018
timeframe and China will be the top buying country by 2019, followed closely by the US.
In January 2015, the China Internet Network Information Center (CNNIC) reported that the number of mobile
Internet users in 2014 increased by 57 million people compared to the previous year. Per CINNIC, 195
million people in China use their phones to access mobile learning content monthly. Also, by
2019, the aggregate expenditure of China and the US will account for 31% of all mobile
learning expenditures on the planet.
Asia is the most vibrant and unique mobile learning market on the planet. Mobile learning
revenues in Asia reached $4.5 billion in 2014 and will increase to $7.7 billion by 2019.
“Asia is also unique in the proliferation of native mobile learning tools and platforms. While most of the legacy
eLearning tools and platforms can now output mobile-ready content, users in Asia prefer native mobile
learning products; new tools continue to come on the market.”
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CORPORATE MOOCS: -
The MOOC space essentially doubled this year. More people signed up for MOOCs in 2015 than they
did in the first three years of the “modern” MOOC movement (which started in late 2011, when the
first Stanford MOOCs took off). Per data collected by Class Central, the total number of students who
signed up for at least one course has crossed 35 million—up from an estimated 16-18 million last year.
Coursera, edX, and Udacity are normally known as the big three. FutureLearn1, which closed 2015 on
a high, had a breakout year, and it now has more students than Udacity. This makes FutureLearn the
third largest MOOC provider in the world currently.
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5 BIGGEST MOOC TRENDS: -
The rise of Self-Paced Courses - Recently, MOOC providers have moved towards a self-paced
model, meaning that courses are always open to sign up and users can complete a course at their own
pace.
No Free Certifications - The pursuit of revenues has meant that many MOOC providers have
stopped offering free certificates.
MOOCs Targeted at High Schoolers - Another growing trend among MOOC is more courses
being offered to high school students. These courses mostly act like introductions or preparatory
courses for college, essentially reducing the gap between high school and college studies.
Big MOOC Providers Find Their Business Models - One of the big trends last year was
MOOC providers creating their own credentials: Udacity’s Nanodegrees, Coursera’s Specializations and
edX’s X series. For Coursera and Udacity, these credentials have become a main source of revenue.
Big Funding Rounds to Accelerate Growth - In August Coursera announced a Series C
round $61.1M USD. Soon after in November, Udacity announced a Series D funding round of $105M.
The UK’s Open University has announced that it will invest £13M into its subsidiary FutureLearn over
the next three years.
LEARNING & TALENT MANAGEMENT: -
To be able to compete and win in business today, organizations need to address talent, talent acquisition,
and/or talent management. While this is a topic that the HR industry has focused on for some time now, it is
more and more also becoming a boardroom topic. Talent management is more than just attracting and
retaining talent. It is about building and enhancing employee potential which automatically supports the
organizations in meeting its goals and objectives.
MarketsandMarkets forecasts that the global talent management software market is expected to grow from
$5,270.3 million in 2014 to $11,367.0 million by 2019, at a Compound Annual Growth Rate (CAGR) of 16.6%.
In the current scenario, North America is expected to be the largest market based on spending and adoption for
talent management software.
Per Brandon Hall “since the implementation of a talent acquisition technology solution, many organizations
have seen an improvement of 10% or more in their organizations’ productivity, employee engagement and
revenue”. L&D is the ‘Engine Room’ of an integrated Talent Strategy. This is because learning touches nearly
every part of the talent cycle.
Learning via induction is critical to onboarding new recruits and reducing time to competency.
Learning opportunity is a critical factor in employee engagement and retention.
Learning is a key tool for raising performance.
Learning is core to developing existing staff and building future skills.
Learning is central to individual career advancement and for building organizational capability.
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FUTURE DISRUPTIONS: -
GAME-BASED LEARNING
People of all ages love games. Some 67% of American households play computer or video games – and while
26% of those are over the age of 50, it’s the 74% under age 50 that are moving into the workforce with their
strong preference for games.
Per Ambient Insight, worldwide revenues for Game-based Learning products reached $2.6
billion in 2016. The global five-year compound annual growth rate (CAGR) is a robust 22.4%.
Revenues will surge to $7.3 billion by 2021.
Gamification makes learning motivating and engaging. Gamification in eLearning is the use of game theory and
game mechanics in non-game contexts to engage users in solving problems. The main goal of gamification is to
motivate learners so that they can perform better. Gamification in eLearning follows exciting technologies and
innovations within the gaming industry. Imagine an even more realistic learning experience potential using
virtual and augmented reality.
APAC is expected to become the major adopters of gamification techniques by 2020.
MarketsandMarkets forecasts the global gamification market to grow from USD 1.65 Billion
to USD 11.10 Billion by 2020 at a CAGR of 46.3%
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WEARABLE TECH
The U.S. market for wearable technologies in education is expected to grow at a rate of nearly 46% per year
through 2020, per market research firm Technavio2. Much of the growth in the wearables market will take
place at colleges and universities.
This is a trend driven substantially by consumers. Per Global Market Insight, North America wearable devices
market is expected to dominate global demand in the next five years. Asia Pacific is anticipated to exhibit
substantial growth due to low production costs in India and China. UK and Germany are estimated to lead the
European industry in this regard.
Per a Vanson Bourne survey of 300 IT decision makers in the UK, 29% of UK businesses have some form of
wearable technologies projects in practice. The main reasons for such projects are employee well-being (16%),
instant access to important information (15%), and improved customer service (14%). The greatest perceived
barrier to entry for wearable technology at work was having an IT infrastructure that could take advantage of
the data being collected and analyzed (20%)
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GEOGRAPHICAL INSIGHTS: -
INDIA
Per IMF it will be the 6th largest Global Economy by 2020.
There will be 500 Million Internet users by the end of 2017.
The eLearning market in India is estimated to be around $1.29 Billion by 2018.
Per industry experts, the future of education in India will depend on online courses. Currently half of
the population is under 25 years of age and India is expected to be facing a shortage of 250 million
skilled workers by 2022.
As of 2015, India is already the second largest market for eLearning after the United States. However, in
terms of revenue India is ranked fourth in the top seventeen eLearning buying countries in 2016.
Corporate training market is disproportionately small, with estimated spends of only 1-2% of employee
costs and a total outlay of less than $1 billion.
Given the inadequacies of India’s current education system that does not adequately provide for
vocational and employment-ready skills, a significant portion of organizational training budgets, even
at leading IT services companies, goes towards entry-level skill building. Infosys, for example, has vast
resources and an entire campus in Mysore, dedicated to training 25,000+ fresh recruits for 3-6 months
every year.
Even the government’s skilling initiatives are entirely focused on imparting employability-related skills
for millions of working-age youth. There is an ambitious initiative underway to impart job skills to 500
million people by 2022 under the Skill India Mission.
Mobile learning is going to have a massive impact on the training industry in India. Per
Ambient Insight, by 2019 India will be the third top-buying country for mobile learning
after China
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CHINA
Per Technode, more people are willing to pay for professional exam preparation and testing
principally because China’s population is growing and there is increasing competition for
reliable jobs. The online education market is growing at a fast rate to meet the increasing
demand. In 2016 China was ranked 2nd by Ambient Insight among the top buying countries
for self-paced eLearning.
Total revenues clocked are $5.2 Bn. Which is nearly 50% of the total revenue of
the region.
Consumers in China are driving the growth of mobile learning market. Mobile penetration rates are
overwhelmingly higher than PC penetration rates in China.
MOX managing director and SOSV partner William Bao Bean tells Tech in Asia. “In China, one billion
people will soon be online, first on mobile – the largest mobile-only population in the world. That’s the
next billion.”
Per Ambient Insight, there are two major trends in China’s eLearning market: the proliferation (and fail
rate) of online education startups and the growing number of large Internet companies entering the
market.
Baidu, Alibaba, and TenCent are the largest Internet companies in China. They all entered the
commercial eLearning and mobile learning markets in 2013 and 2014 and all of them are now adding
mobile features or moving completely to mobile formats.
Majority of online education users in China is professionals (77.2%), followed by junior
college students (15.9%) and other users (6.9%).
Per the EU SME Centre’s survey, companies that already adopt online tools in China
are using them primarily for employees’ skill development (35%) and recruitment
(20%)
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USA
Per Ambient Insight, the U.S. eLearning market size should be over USD 27 billion by the end of 2016.
The North American region currently accounts for more than 50% of the total self-paced eLearning
market share.
Per the latest market study released by Technavio, the market size of the global corporate
eLearning market is predicted to reach close to USD 31 billion in revenue by the end of 2020.
Per GSV the Corporate segment of the US Education market was valued around $236B
in 2015 and is predicted to reach $310B by 2020.
US Education market was $1.6 Trillion in 2015 and is expected to be $2.6 Trillion in
2020. The biggest contributor segments to these figures are k-12, Life Long Learning
(Non-Degree), Post-Secondary and Corporate.
Per Ambient Insight, revenues for mobile learning products and services reached $1.6
billion in the US in 2014. Revenues are expected to reach $2.1 billion by 2019. Mobile
learning revenues in the US are heavily concentrated in the consumer segment, while US corporations
were slow adopters of mobile learning tools.
A relatively recent trend is the focus on corporate buyers by AR (augmented reality) services and
platform suppliers.
The United States is also the top-buying nation of education-focused games, followed by Japan South
Korea, China, and India.
A corporate-facing Game-based Learning company called mLevel obtained $5 million in funding in July
2015. GamEffective also serves the corporate segment and garnered $7 million in private investment in
June 2016.
MarketsandMarkets forecasts that the global talent management software market is
expected to grow from $5,270.3 million in 2014 to $11,367.0 million by 2019, at a
Compound Annual Growth Rate (CAGR) of 16.6%. In the current scenario, North
America is expected to be the largest market from the spending and adoption of talent
management software point of view.
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EUROPE
Per Ambient Insight, the self-paced eLearning market size in Western Europe eLearning market is
around USD 8billion in 2016, while Eastern Europe market is around $1billion. The spur in the region
can be subjected to increasing adoption of these solutions in medium and small sized businesses.
The largest buying country in Eastern Europe is the Russian Federation. The UK is the
largest buying country in Western Europe.
Europe is a mature market where all the classic buyers (school, government, high education and
corporate) for eLearning product and services are highly demanding.
The rise of demand for continuous learning in Europe will increase the adoption of different learning
methodologies and products.
Market research analysts at Technavio have predicted that the corporate training market in Europe will
grow at a CAGR of close to 9% between 2016 and 2020.
“The corporate training market in Europe is one of the most dynamic markets because of the presence
of several training solution providers and training professionals. The market has become more
fragmented and specialized, where the players are designing solutions for specific requirements such as
Problem-solving, behavior developing skills, and various other non-conventional IT skills. The market
includes various new players as well as specialized providers that focus on specific business training
requirements. In addition, the market is also witnessing the emergence of niche corporate training
companies that cater only to specific industries.”
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AFRICA
African public-private partnerships are fast-tracking education improvement from primary school to
university, potentially leveling the playing field for millions of students worldwide.
In the face of electricity shortages and overcrowding, African public-private partnerships are
integrating technology in education to enhance learning. Broadband supports tablets, laptops, and
online courses to reach students with poor or no access to education, improve teacher training, and
lower costs, per a recent report by UNESCO
Africa’s e-learning market has doubled from 2011 to 2016, reaching USD 513 million,
per a report by market researchers Ambient Insights.
South Africa is Africa’s largest e-learning market, along with Angola, Nigeria, and
Tunisia. Meanwhile, Senegal, Kenya, Zambia, and Zimbabwe are posting 25 percent
annual e-learning market growth.
African education projects are seeing the power of partnerships with local and international NGOs. The
Rumie Initiative, a Canada-based NGO, has produced the Rumie tablet that is in the hands of more
than 3,000 children in Africa, including in Benin, Egypt, Ethiopia, The Gambia, Kenya, Liberia, Sierra
Leone, South Africa, Tanzania, and Uganda.
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BROAD LEVEL BUSINESS APPROACH
From the above information and various research data points the following analysis talks about how I
proposed to help “Succeed Technologies” in exploiting the potential of the global markets for new
revenue growth and what will be the business needs to achieve desired objectives and goals.
KEY POTENTIAL MARKETS: -
NORTH AMERICA
USA
Canada
Mexico
APAC
China (Including Hong Kong)
India
Australia
Japan
Indonesia
South Korea
Myanmar
SriLanka
Malaysia
Philippines
Bangladesh
EUROPE
The Russian Federation
United Kingdom
Germany
Poland
France
The Nordics
AFRICA
South Africa
Nigeria
Egypt
Algeria
Angola
*Note*: Initially we can concentrate on top 2 or 3 countries in each of the potential
geographies depending upon the Organization level “Strategic Roadmap”. The countries
have been listed in order of their business potential.
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KEY POTENTIAL BUYER SEGMENTS: -
After analyzing various data points spread across geographies and respective countries following
buyer segments were kind of universal in all the countries mentioned above with an exception of a
couple of them depending upon the Political, Economic, Social, Technological developments in
respective countries.
1. Corporates
2. Consumers
3. Federal Government Agencies
4. Provincial/State/Government Agencies
5. K-12 School Systems
6. Higher Education Institutions
7. INGOs / LNGOs
What are they buying?
Self-Paced eLearning
Collaboration Based Learning
Digital Reference Ware
mLearning Apps
Game based apps
mLearing VAS
MOOCs
Packaged Content
What are they buying (Breakup)?
IT related courses
General Academic Courses
Exam & Test Preparation Courses
Hobby & Instructional “How To” Guides
Vertical professional skills and professional development
Channel Partner & Supplier Education
Continuing Education, Continuing Medical Education
Professional Certifications
Internal & External Sales
Decision and Performance Support
Business Process Training
Business & Finance
OD & L&D
Compliance and Mandated Learning
Language Learning
*Note*: Country specific segments and potential players in each one of them can be drilled
down at a later stage. For the sake of understanding I have shared my thoughts about how to
approach India as a market in the next section.
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INDIA SALES APPROACH
Corporates: -
Following key industry verticals have been identified for prospecting and hunting based upon their
Advertising spends, Contribution to the GDP, Demographics of their employees and customers,
Future Potential and the Succeed Tech offerings.
1. FMCG
2. Auto
3. Education
4. REAL ESTATE & HOME Improvement
5. Life Style Retail
6. E-Commerce
7. Telecom/Internet/DTH
8. BFSI
9. HH Durables
10. Travel & Tourism
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BFSI: -
1. SBI
2. ICICI Bank
3. AXIS Bank
4. HDFC Bank
5. Kotak Mahindra Bank
6. Bank of Baroda Bank
7. Allahabad Bank
8. YES Bank
9. IndusInd Bank
10. Bank of India
CONSUMER DURABLES: -
1. LG
2. Philips
3. Samsung
4. Sony
5. Whirlpool
6. Bluestar
7. Carrier
8. Godrej
9. Hitachi
10. Videocon
11. Voltas
TRAVEL & TOURISM: -
1. Thomas Cook
2. Cox & Kings
3. Yatra
4. SOTC
5. Kuoni
6. Expedia
7. Travel Guru
8. Cleartrip
9. Akbar Travels
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SALES PROCESS
1. Find the decision makers from the HR/L&D/OD of the universe mentioned above via online search,
official websites, LinkedIn, WhatsApp Groups, Personal contacts and Industry specific online
databases. Typical levels of people will be GM/VP/CHROs (Already have a database of 600+
contacts)
2. Drill Down a likely list of contacts. Initiate the dialogue via emails and after 3 periodic contacts use
of the telephonic approach to filtering out the prospects using that ABC approach who have shown
positive interest in Discovery Meetings.
3. Start having discovery meetings. The major cities for business are Bengaluru, Delhi-NCR and
Mumbai. Understand their current setup, future and explore possibilities for Succeedtech. Travel
plans for the others to be designed depending upon the maximum number of the prospects from a
respective city which have shown interest and the same can be lined up for a discovery meeting via
prior appointment. Further filter out the “ABC” list.
4. Follow up on the leads generated and filter out the ones that are not going to be suitable for many
reasons such as they do not want to switch, do not have the budget, longer gestation periods and
categorize them accordingly.
5. Line up 30-50 active conversations who have shown positive interest in doing POCs
(Proof of Concept) within the first 180 days of working.
6. Collaborate with relevant internal stakeholders for the solution design as per the client brief and
plan final delivery as desired.
7. Strategic Partner Development (Explained below separately)
STRATEGIC ALLIANCES / PARTNER DEVELOPMENT: -
Based on the initial conversation and previous experience a parallel business development approach will entail
building two-way partnerships with the following segment of partner channels
1. Training Companies / Independent Free Lance Trainers / L&D/OD Practitioners.
2. IT VARs / Tier 2 & Tier 3 IT SIs/ Software Resellers.
3. HR Consulting Companies.
4. Education Solution Companies like (Educomp, Edutech, Everonn, NIIT, Tata Interactive, Centum
Learning)
5. Skills India Program (B2G).
6. CSR Programs where Education is the key area of involvement. (Microsoft “Shiksha” is one such
example).
The proven process to filter out a “Positive Prospective List of Channel Partners” is
Access to target customer base: This is probably the most feature to look for in a new channel partner.
Territory Coverage: What are the geographies they cater to and pedigree of the sales force they have?
Synergistic Product Line: What product lines can they contribute to? Are they selling any competitive
products? Are they ready to work exclusively?
Technical Know-how: This is a necessary requirement for our range of products
Support Services: How important is marketing, customer service and logistical capabilities?
Strategic Alignment: What type of business do they target, how does this compare with our strategy?
Experience: What is the minimum time they should be in business for?
Financial Stability: A credit rating and references should be required before formalizing any agreement
Interpersonal Rapport: Is this a person/team that you can work with? Do you believe they will be a
flexible partner?
Professional Impression: Do they present themselves in a professional way?
*Note*: Identical approach for other geographies with tweaks for specific countries depending upon the
local “Business Environment” will be replicated.
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RESOURCE REQUIREMENTS
Marketing (Digital / Offline): -
1. Digital – I understand that the organization has in-house capabilities for “Digital Marketing”
initiatives. Country specific strategies can be deployed to target the desired customer segments. The
data collected by sales efforts will also complement the efforts for lead generation.
2. Webinars – Delivering discussions on industry specific subjects and solutions.
3. Free Trials – For 7/10/15 days depending upon the service offerings and the client segment should be
universally advertised across the marketing blitz so that a certain level of analytics is available with
regards to feedback on key aspects like
Content & its relevance
Pricing
Positioning
Customization requirements
Usage Patterns
Feedback about the speakers
Ease and use of convenience
Experience
4. Crowd Sourcing - For generation of traffic to the website, increase in “Online Eyeballs” and most
importantly transitioning into being the users of the service. Some of the leading players in the domain
are Capterra, Mechanical Turk, Poptent, oDesk (now Elance)
5. Company News Letter – A monthly newsletter should be designed using curated content from
industry relevant sources and in-house developed content should be circulated to the database. The
database should be updated on a constant basis.
6. Networking Events – Serious and relevant industry specific events both domestic and international
should be used as a platform to showcase the strengths and capabilities of Succeed Technologies and
generate leads.
7. Memberships – Of industry bodies like CII, FICCI, NHRDN, ASSOCHAM, NASSCOM will also help
and add to the efforts. Similarly, interaction and participation with International trade bodies in the
identified countries can also help in creating business avenues.
MANPOWER: -
Depending upon the strategic and tactical needs a structured team for “Inside Sales” and “Enterprise
Sales” must be deployed.
FINANCIAL: -
Following costs are imperative to make the effort successful
Marketing Costs
Training Costs
Salaries
Expenses for (Travel including local, domestic and international + Mobile + USB Internet)
*Note*: The above expenses have been accounted for considering the organization has strategically
allocated the budget already. No insight into the real-time situation or plan of the company.
The “Sales Projections” are also missing because I have no idea as to what are the expectations,
existing sales turnover, pipeline, and structure. The same can be clearly demarcated, planned and
presented once onboard or if given an insight into the above figures.
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90 Day Plan
First 30 Days (LEARN): -
Understand the organization, its business philosophy, overall culture and the answers to the questions
WHY, HOW, WHAT in that order.
Identify and analyze (RCA-Root Cause Analysis) the gaps, based on the data which is available in-house
Training, mastering product knowledge, learning corporate systems.
Travelling to learn if required to do so.
Understand the target audience and the industry.
A skeletal framework to be designed about the short term and long term expectations from the role and
plan the desired milestones.
Develop an S.M.A.R.T goals plan for the success in the role broadly including answers to the questions
like why are we here? Where are, we going? What are the performance requirements and objectives?
How to achieve the desired goals? What are the values that guide decisions?
31 – 60 Days (CLARIFY): -
Review the tasks accomplished in the first 30 days and assess the milestones reached.
Upgrade and fine-tune the knowledge of the company’s products, systems and customers.
Design and plan the tactical and strategic approach for business development for the whole year or a
two-year plan if needed.
Situational Analysis.
Map and track what is getting done and tweak the approach wherever necessary
60 – 90 Days (ALIGN): -
Review with the management as to the activity accomplished and what has been missing. What needs to
be done to stay on course?
Start executing the deliveries.
Start networking with known prospects within the target audience industry.
Review and determine if all the short-term plans were met or gaps identified. Execute to address the
gaps if any.
Plan a progress map for the whole year. Set a timeline for periodic review.
