How can your company benefit from the global marketplace?
International markets present huge opportunities...but only to those companies with clear goals, in-depth strategies and visibility to measure performance. I'm sure you've heard people say things like, "There are 1.2 billion people in China and if I can only capture 1% of that market, my revenue and profitability will skyrocket." or "With Brazil's current growth rate, how can we not succeed by offering our product for sale in that market?"
When companies struggle, it is often because they:
While there are many large population centers throughout the world, how can that translate into a successful business? Not all markets are created equal, and when you take into account disposable income, unique regulations, competition, distribution channels and operating costs, you may be surprised at which countries you should be targeting.
This course will help you make intelligent decisions as you expand your business internationally. It provides a blueprint for researching markets, setting clear and realistic goals, evaluating various market entry options, modeling your international business and growing your global business long term.
As an executive and entrepreneur whose companies have consistently generated more than 50% of revenue and profitability outside of the United States, I have successfully setup sales offices, distributorships, licensing partnerships, R&D centers, joint ventures and mergers with overseas companies in Asia, Europe and Latin America. My course captures my years of learning into a concise, detailed plan to help you succeed in your international expansion. As part of this course, I also discuss many of the pitfalls to avoid when expanding internationally, because mistakes in foreign markets can be quite costly.
Since every company has its own unique circumstances, I make myself available via e-mail and phone to assist you in planning your global expansion. If global expansion is done right, your ROI can be incredible!
In this lecture, I introduce myself and then share the goals and objectives of the course. We also discuss why expanding your business internationally should be important for a business to continue growing.
We begin our journey by learning to how quantify the opportunity by country. As part of this process, we introduce a funnel that will help guide you determine what is the realistic market size for your product in a given country.
In this lecture, we look at how a country's economy, infrastructure, regulatory environment, employment policies, tax policy, sales channel and general attitude towards foreign products can impact your decision on whether to enter a certain market.
This lecture focuses on competition, and how it can impact your market entry. We look at the differences between global, regional and local competitors. We also discuss creating a competitive matrix and doing a SWOT analysis.
In this lecture, we discuss the benefits of entering a market with a partner, along with what it takes to ensure it is a successful venture. We also discuss why understanding your industry's ecosystem in the country is important.
When looking to expand internationally, it is always best to have contacts that can offer assistance. After all, you are entering an unknown market. Why not leverage contacts whom you have done business with, to help guide you?
Do not be shy in asking for assistance. You’ll be surprised at how many contacts are willing to share their expertise and lend a hand.
This quiz checks your understanding of the materials covered in Lectures 3 through 7.
Here is the first checklist. I provide both a PDF version, which is formatted, along with an Excel version that you can modify for your needs.
In this lecture, we look at the process of entering a market with a local master distributor.
This lecture looks at the value of hiring local agents, or manufacturer's representatives.
In this lecture we look at what you should consider when opening up a sales and support office in a new country.
The complexities of establishing an R&D center in a new country as discussed, along with recommendations for moving forward.
In this lecture we review what you should consider, if you elect to license your product or technology to enter a market.
In this lecture, we review what are the major considerations if you seek a joint venture as a market entry strategy.
This quiz checks your understanding of the materials covered in Lectures 9 through 14.
Here is the second checklist. I provide both a PDF version, which is formatted, along with an Excel version that you can modify for your needs.
Our focus in this lecture is finding any unique costs to doing business in the target country, so you can fully model your cost structure.
In this lecture, we look at the unique aspects of creating and managing a sales forecast when dealing with a different culture.
Currency risk is discussed in this lecture. If your revenue and expenses are in different currencies, then your risks are much greater. We also look at currency hedging.
In the cash flow management lecture, we focus on understanding what the payment process is like in a given country.
This quiz checks your understanding of the materials covered in Lectures 16 through 19.
Here is the third checklist. I provide both a PDF version, which is formatted, along with an Excel version that you can modify for your needs.
In this lecture, we provide suggestions for how headquarters can improve visibility and presence in a country.
Localizing sales and support is more than just translating your collateral. In this lecture, we provide the full picture of what it entails to localize your sales and support structure.
In this lecture, we look at all the items in your product that you need to consider localizing when entering a new market.
This lecture focuses on you. What can you do to help your business succeed in the new market you are entering?
This quiz checks your understanding of the materials covered in Lectures 21 through 24.
Here is the fourth (and final) checklist. I provide both a PDF version, which is formatted, along with an Excel version that you can modify for your needs.
Our course has focused on selling a physical product. What is different if you provide services or sell software? This lecture looks at the few differences you will need to consider.
All four checklists are combined into one PDF. As for the Excel file, each checklist is its own tab.
This list includes some good global trade resources, a link to a website that lists many trade shows by industry by country, along with some in country resource examples (you should Google for similar resources if your target country is not listed).
Thank you for taking this course. I hope you found it to be very helpful and a course that you can refer back to time and time again. I will continue to update and expand this course based on student feedback and suggestions. Business is always evolving and I will try my best to continue enhancing the course. As I continue to conduct business globally, I will add anything new that I learn.
Anthony has over 25 years of experience managing fast growth high technology companies, specializing in building and leading global organizations.
Anthony has served as President & CEO of three US-based technology companies that have been acquired: CloudTC, Inc., Atrua Technologies, Inc. and AirPrime, Inc. Two of the companies (CloudTC and AirPrime), were acquired by foreign corporations. Anthony has also served as a division General Manager at Xircom, and as VP of Sales, Marketing and Business Development at several companies in the technology industry.
Throughout his career, Anthony has focused on international business. Some of his activities include setting up an R&D center in China; opening up sales and support offices in Belgium, Germany, UK, Japan, Taiwan, South Korea and Singapore; establishing joint development agreements with companies in South Korea and Taiwan; and forming strategic partnerships with companies throughout the world in Asia, Australia, Europe, North America and South America.
Anthony holds a BSEE from New York Institute of Technology and an MBA in finance from the University of Southern California.