Designing Successful Go to Market Srategies

8/10/2019 Designing Successful Go to Market Srategies

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Designing SuccessfulInternational Go-To-Market Strategies

Long value chains.

Whitepaper from TBK Consult

Issue 1

Authors

Hans Peter Bech, MA (Econ.), Group CEO at TBK Consult.


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Designing Successful International Go-To-Market Strategies

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This white paper is written for the CEO and the board of

directors of software companies, which are already working

internationally or are about to embark on an international

endeavor.

The white paper is addressing software companies with long

and comprehensive value chains. This includes companies with

solutions which require a considerable amount of sales effort,

customization, consulting, implementation support and on-going

support. For software companies in this category the software

itself is typically less than 50% of total project and customer

lifetime value.

This white paper is describing some of the challenges associated

with international market penetration for software companies

with long value chains. Further it gives two real life examples

of how companies have overcome these challenges using very

different approaches.

Company XYZ changed from a channel based approach to

internationalization through acquisitions. Company ABC chose

an international joint venture strategy to compensate for lack of

staff and funds.

I wish to thank Haim Oren from TBK Israel for encouraging

me to write this whitepaper and to Steen Alexander of

ValueMaker for his valuable support during the editorialprocess.

English proof reading: Michael Cain of Lammas, Esbjerg,

Denmark, www.lammas.dk

Design and lay-out: Flier Disainistuudio, Tallinn, Estonia,

www.ier.ee

Targeted audience

Abstract

Acknowledgements


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The challenges and solutions discussed in this white paper are

primarily relevant to your situation if you can identify with most

of the following characteristics:

You are well established in your domestic market with

several blue chip reference clients and/or a considerable1

market share.

You have staff and funds available for international market

penetration.

You have dened, described and veried your customer value

proposition and there is a clear and quantiable return on

investment associated with implementing your solution.

You have have dened, documented and veried the sales

process for your solution.

Your sales tools in terms of customer case stories, solution

white papers, product factsheets and a targeted web site are

all in place.

It is possible to activate the need for your product through a

proactive sales effort.

Your deals in this type of value chain are seldom lower than

EUR 150.000 with annual recurring revenue of 15-25%.

If one or more of the items mentioned above are missing, we

suggest you develop these before making any advances onterritories outside your domestic market.

Entering a new market goes through three mainstages:

1 Software companies with a small market share in their domestic

market should not consider international activities. Investment indomestic market penetration will yield a much higher return on

investment. If a software company is facing difculties in winning

market share locally it is very unlikely that they will be more successful

internationally.

Introduction

Basicterminology Boot Strapping

the phase where you get the rst 3-5 clients

Bridgeheadwhere you establish a local presence to enforce yourposition and grow to 10-15 clients

Expansionwhere you scale your operation to go for market

dominance

1.

2.

3.


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Considerations of a strategic nature in this whitepaper are made

following the denitions know from the Balanced Scorecard

theory2. According to Balanced Scorecard a strategy (Customer

Value Proposition) will always be a combination of 3 mainelements:

A Balanced Scorecard customer value proposition is illustrated

by a pie chart showing the weight of each strategy element.

The customer value proposition illustrated in Fig. 1 could be

a Microsoft/SAP VAR3 with an ERP4 solution for at vertical

market or an ISV5 with a high priced enterprise solution.

Purchase decisions for enterprise solutions are strategic

nature. Enterprises only make such decisions every 5-10 years.

Enterprises do not favor technology leaders; they prefer proven

technology and established vendors6. Thus software companies

2 There are numerous sources to information on Balanced Scorecard.

A Google search gives 1,6 million hits! You can start with this indepen-

dentdescription: http://en.wikipedia.org/wiki/Balanced_scorecard3

Value Added Reseller4 Enterprise Resource Planning5 Independent Software Vendor6 For a solid argumentation please see Crossing the Chasm by

Geoffrey A. Moore (2002 edition)

Customer Intimacy

The Customer Intimacystrategy denes a need to beclose to the individual client

and be responsive to hisspecic needs

Operational Excellence

The Operational Excellencestrategy denes a need to

provide products and servicesat a very competitive price,typically accompanied by a

volume approach

Product Leadership

The Product Leadership strategydenes a need to be perceived asproviding features and functions

no one else is offering typically at apremium price

Figure 1:Value Proposition Sample


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operating in such markets must be close to the individual clients,

build references which look alike, provide vertical functionality

and integration capabilities to existing applications. Price is not

the most important issue in such business cases.

The Balanced Scorecard theory operates with a set of critical

success factors associated with each of the three value elements.

These critical success factors are very different for each value

element.

Balanced Scorecard further denes 4 management perspectives

subdivided into 10 management elds. The importance of each

eld is dictated by the customer value proposition and the

associated critical success factors.7

When you understand and accept the Balanced Scorecard

paradigms, you will also understand and accept that a strategy

must have a dominating value element, you simply cannot be

equally good at all three (but you certainly can be equally bad at

all three!)8.

The main challenges in a business scenario with long and

comprehensive value chains are:

A. The long learning curve

Whether you are setting up your own operation in

a new territory or you are building a channel of

independent resellers, the time and resources required

for generating the rst reference customers will be

substantial. We call this the long learning curve

B. Fractional Revenue

Only a fraction of the project revenue may ow back

to you. The major portions will reside with the sales

and implementation operation taking responsibility

for selling and delivering the project.

7 TBK Consult uses a strategy review tool called ValuePerform. This

tool adds a fth management perspective measuring the execution

power of the management team. The denition of the 5 managementperspectives as well as the critical success factors are listed in Appendix

A and Appendix B.8 A value proposition with equal focus on the three vale elements is per

denition unfocused.

The businesschallenges


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The long learning curve apply to the selling side as well as the

purchasing side. Let's start by looking at the purchasing side.

We are assuming that the purchase process was started by you.

By presenting how you have been able to generate substantial

benets for other clients, the current potential client is interested

in learning more (although we must assume that he is also

skeptical).

The questions the decision makers at the potential clients will

ask themselves (and maybe you) are:

Is ABC Company really capable of delivering the value they

promise?Should we reallocate resources to pursue this potential

project at the expense of other projects?

Will my situation be similar to the other clients Company

ABC has helped?

How much support can I expect if things dont run as smooth

as expected?

Will it hurt my position if this project fails?

What do I risk by doing nothing?

Even though the value proposition may be extremely promising

and the benets substantial and even quantiable the decision

making process will take time and require several meetings and

maybe also require reference visits and a test/pilot project.

The sales process is the structured way of organizing you efforts

so that you can accommodate the customers purchase process

successfully in the shortest time possible securing a happy

customer.

It is not within the scope of this white paper to address the

issues associated with driving a sales process. Numerous books

are written on this subject9. It is however crucial to stress that

selling to a potential client outside your domestic market adds

additional complexity and resistance, which we will address in

this white paper.

From previous sales situations in your domestic market you

will know the questions the customers needs answered and the

kind of proof he will require in the various stages of the decision

9 Eg. The New Solution Selling, Keith M. Eades, McGraw-Hill and Jill

Konrath: Selling to BIG companies, Dearborn 2006

Purchasing

The sales process

The longlearning curveA.


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making process. You also know which skills you need to allocate

to make the process move forward and conclude the project with

a positive outcome.

Selling into a new geographic territory add additional challenges

to the sales process. These are some of the most common issues:

There may be legal or local market requirements that you

solution do not meet10.

You may need to operate in the local language and make all

your sales tools available in local language.

You may need staff that speak and write the local

language.

Your potential customers may be extra cautious because you

have no presence and references in the local territory.

A strong competitor may already be dominating your market

in the new territory, making market entry very difcult.

Your company is completely unknown in the new territory.

Your current references are completely unknown in the new

territory.

The distance to your new market adds additional travel

expenses and consumes additional time per activity in thesales process.

The local people you may engage to help you are inexperienced

with your solution, your company and your references.

Let's assume that the price of the solution you sell consists of 50%

software licenses and 50% consulting. In order to compensate

your sales organization you decide to award the rst 5 sales

cases they close with 50% on the net license value11. Let's assume

that you decide to give your rst 5 customers a 25% reduction inthe license price as compensation for being rst and for acting as

future references.

The revenue you receive from the rst 5 deals in the new territory

is then 18,75% of what you normally get when selling a similar

solution in your current territory.

10This white paper is not dealing with issues related to the localization

of the software. For some solutions this may not be an issue or a

language issue only, but for other solutions substantial localization

may be required.11The sales organization may be an agent or a reseller who cover the

sales cost and are remunerated only when a deal is completed. If the

sales organization is a subsidiary you will have the xed cost even if

deals are not completed.

The additional challenge

FractionalRevenueB.


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In addition you most likely will have to allocate more resources

to the sales process and you must expect a longer sales cycle

compared to your home market situation.

This is the real life scenario for almost all software companies

penetrating a new territory.

In the long value chain scenario, we rmly believe that the most

effective approach to entering a new territory is making at least

the rst 3-5 deals by yourself!12

Irrespective of your strategic go-to-market

approach, we believe the fastest and mosteffective boot strapping strategy is a direct

one.

For this recommendation to stand we must

assume that your value proposition is very

attractive and well documented and that

you do not face severe local competition.

If your solution can be matched by competitive solutions already

available and established in the new market you basically onlyhave two options for market entry:

Invest massively in market penetration and be patient1.

Enter the market through acquisitions or joint ventures2.

12This doesnt mean that an indirect model will not work. There may

be situations where you can nd a Value Added Reseller of Systems

Integrator which is prepared to co-invest in market penetration

especially if you already have one or more qualied leads to work on.

The general experience however shows that indirect sales models do not

work in cases with long value chains. It turns out that many companies

have difculties combining a direct sales approach on the domestic

market with an indirect sales approach on export markets.

Approaches to dealwith the challenges

Winning new territory with solutions which

are already widely available in the territory

by local suppliers may an uphill battle. You

must provide substantial additional value

to make up for the risk of engaging with a

foreigner.


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XYZ Company is a value added reseller of SAP and Microsoft

Dynamics AX/NAV. XYZ also have own proprietary IPbased solutions, but it is not the ambition to market these

internationally. XYZ holds a dominating position in several

vertical markets domestically and have been working on

expansion into new territories for many years.

XYZ Company was founded in the 1970ies and has a staff of

close to 1.000.

So far the international expansion strategy had been indirect

convincing resellers of Microsoft Dynamics AX/NAV abroad

to include the solutions from XYZ Company in their portfolio.

However, this approach never generated very much revenue and

as the costs of sales associated with supporting the Microsoft

Dynamics partners were high the activity never became

protable. Compared to the core business XYZ Company clearly

suffered from the fractional revenue problem mentioned above.

A new CEO revisited the situation and came to the following

conclusion:

XYZ Company is a successful Value Added Reseller of

vertical solutions based on SAP, Microsoft Dynamics AX/

NAV and our own IP. Our success is a combination of vertical

market insight/understanding and solutions tailored to

the individual vertical market and the client. We are client

centric much more than we are product centric. Selling our

software products to other VARs doesnt match our corestrategy and will always be an alien appendix.

The analysis concluded that XYZ Company was neither a

product leader nor a low cost provider. The position in the

current markets was established through many years of market

penetration combined with several acquisitions of smaller

competitors. The customer value proposition was a combination

of Customer Intimacy and Product Leadership in vertical

functionality. Revenue growth was sustained by constantly

adding new features to the existing solution portfolio maintaining

a growing revenue stream from the current client base. Winning

Company profile

Case Study 1: XYZ Company

The situation

The analysis


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new ERP13 customers is always tough14, but the vertical focus

and increasing market shares in the vertical segments made XYZ

Company the low risk choice15 for many new customers in the

domestic market. A competitive edge of XYZ Company was alsothe substantial vertical competence domain knowledge, which

their consultants could demonstrate and use in the dialog with

potential clients. Building such domain knowledge takes time

and/or requires recruitment of staff with domain experience.

The strategy review process concluded that the only viable

approach to entering new territories was through acquisition of

successful local players in these markets. Company XYZ decided

that remaining customer centric was of strategic importance.

It was less important if the customers were all running on the

same product platform and it was not a key issue which of the

product platforms would be the dominating in the future.16

Although the company XYZ is a 1.000 people operation they dont

operate their own M&A function. By using external consultants

they use a two stepprocess when entering a new market.

13 Enterprise Resource Planning is the term coverings all solutions

based on SAP and Microsoft Dynamics.14An enterprise is typically in the market for a new ERP solution every

5-10 years.15 When enterprises are making substantial investment decisions in

elds where they have little insight there is a strong tendency to choose

the option with the lowest perceived risk. Very few companies have staff

who can comprehend the quality of and the difference between various

ERP software packages and the quality of the implementation partners

available.16 It was certainly an issue to assess which of the platform providers

(SAP or Microsoft) would be most successful in providing support for

a certain vertical market. The Market Assessment therefore always

included this element before executing the M&A.

The Solution

Market AssessmentA fast scanning of the market using a xed format

assessment template

Provision of a long list of acquisition candidates

M&ALocal M&A company is engaged to manage the

acquisition process

1.

2.


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The differences in strategy required serving clients in a

vertical market and serving Value Added Resellers explains

why so many software companies fail in implementing anindirect sales approach.

The Critical Success Factors are different, and the more

successful you are as a VAR the more likely it is that you

will be a poor ISV. ISV/Product Leadership stresses product

development, time-to-market, functionality and an image

as Premium Product. VAR/Customer Intimacy stresses

customer service, customer guidance, relationships and a

Trusted Brand image.

The skill set required to talk directly to customers are very

different from the skill set required to talk to VARs, who

then talk to the customers.

Managing both approaches under the same roof proves to

be very difcult to all Value Added Resellers.

Figure 2:Typical ISV value proposition


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Company ABC is offering a combination of a software tool and

consulting services which can save their clients between 5-10%

of their IT server capacity needs per year compared to their

current mode of operation. The return of investment is less than

6 months and several current clients will testify that they have

made substantial savings by using the services of Company

ABC.

The solution price point is EUR 1 mill and up.

Potential clients are large enterprises with substantial IT

installations and organizations especially enterprises which areprimarily based on information processing (banking, insurance,

telco etc.)

Company ABC is 20 years old and has a staff of 10 people.

The company had for many years tried to set up international

market penetration through agents and resellers, but had not

sold a single license through any of these channels.

3 years ago Company ABC contracted with an external

consultant to rework the international go-to-market strategy.

After an initial strategy review it was decided to put the

international activities on hold. It was decided to build a

professional sales capability locally and to rene the sales

strategy for the domestic market rst. Full focus was put on

winning more business with current clients and winning new

clients in the domestic market. Further effort was invested in

understanding and documenting the customer value proposition

beyond the technical features of the software and services

provided.

During the period, where all effort was focused on the domestic

market, several international opportunities presented

themselves. However new attempts taking advantage of these

opportunities to sell solutions in new territories also failed!

Case study 2: ABC Company

The Situation

Company profile


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The external consultant started to interview current clients

at the executive level to nd out why they used the Company

ABC tools and what they had achieved by doing so. During

these interviews it became clear that the clients were not fullyconscious about the value that Company ABC actually provided.

It also became clear that Company ABC could sell much more to

the clients if they changed some of their approaches.

By working with the clients to identify and quantify the benets

substantial tangible and measurable benets were identied.

The clients (at the executive C-level) were eager to help complete

the assessments and to explore if further benets could be

derived from using the tools and competence of Company ABC.

The analysis also indicated that Company

ABC hardly had any external competitors.

Resistance to apply the tools and services

primarily came from internal sources at the

clients. Some clients had internal developed

solutions which were ercely defended by

the staff, who perceived their position in

the company tied to the continuation of

these activities. Resistance also came from

technical staff, who didn't like the idea that an external party

could identify savings and optimizations which they themselves

could not. In general it became clear that the clients technical

staff was not motivated by optimization opportunities or cost

savings. Finally Company ABC found that some clients, who

had outsourced their IT operation, believed that the outsourcing

partner would take care of IT optimization.

Based on the ndings from these interviews and the testimonialsfrom the existing clients it was decided to develop a completely

new value proposition and go-to-market strategy.

Selling at a lower level on technical capabilities had proven slow

and unsuccessful. Selling business value to technical staff had

also been unsuccessful.

However working with the clients C-level executives identifying

business value had proved to be extremely successful. However,

selling to C-level executives requires a different skill set and

Promises of cost savings or process

optimization seldom motives non-executives

to act. Sales messages based on nancial or

process improvement must be addressed to

the executive level.

The Analysis

The Objectives


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a different type of sales person, than is the case with a more

technical approach.

Thus, the main objective of the new strategy was to sell "proven"value to enterprise clients using a C-level entry point. Further

it was decided to break up the sales process in smaller portions

which could be decided much faster by the client and to base any

sales activity on data from each individual client.

Changing the value proposition required a rewrite of all

sales documentation and the development of a new web site.

Additionally the way sales was undertaken also went through a

complete redesign introducing a 3 step process:

Finally, with the contact point for new leads being a C-level

position person, new sales material and sales pitches were

develop to match the tone and concerns of this type of roles.

Training sessions were conducted in "selling to the C-level".

Company ABC also decided to offer clients a performance based

payment scheme as an alternative to the traditional cost based

pricing approach with paying for licenses, maintenance, support

and consulting.

The Health Check is an analysis, which Company ABC can

perform on data delivered by the potential client. Providing this

data is a minor effort on the clients' behalf and doesn't require

any investment over and above the time used to dump the data,

send it to Company ABC and participate in the workshop where

the results are presented. Based on this data Company ABC can

perform analysis which will indicate if a potential optimization

The Solution

Health Check

Health CheckVery little effort by client

Proof of ValueSome effort by client

Full Scale ImplementationFull support from client

1.

2.

3.


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and thus saving is possible. It is absolute imperative that the

Health Check is supported by a power sponsor.

Proof of Value is an implementation of the Company ABC tools

at the client site and running real time monitoring in a certain

period, making some of the changes recommended in the Health

Check AND where Company ABC will be paid a percentage of

the savings. In many cases the clients decided to jump the Proof

of Value and simply acquire the tools and services at list price,

because that was more favorable than paying the performance

based fees.

Full scale implementation is the phase where the client is usingCompany ABC tools and services on a daily basis.

As opposed to earlier, full scale implementation includes

periodical reviews where consultants from Company ABC

perform capacity auditing and recommend additional actions to

optimize and save investment in additional application licenses

and server hardware.

With hardly any external competition and a very promising

value proposition, Company ABC decided on an aggressive

growth plan including the penetration of international markets.

The company decided for a direct approach with no resellers

or distributors in between, but to build a brand and capability

to serve clients all over the world through local organizations

controlled by the company.

Being short on equity the company decided to identify local joint

venture partners who were prepared to co-invest in building a

presence in new territories.

The strategy was to implement the new value proposition and

go-to-market strategy in the domestic market with current

resources and start penetrating the neighbor territories through

new joint venture partners, with sales and technical support

from current resources.

The joint venture partners would initially operate as sales

agents. As soon as a base of 2-3 customers were in place the

agent agreement would be replaced with a subsidiary, where

Proof of Value

Full Scale Implementation

The Strategy


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the agent would hold 49% and Company ABC 51%. A pull option

would secure Company ABC the right to purchase all remaining

shares and secure the agent a very favorable capitalization of the

value created.

The strategy proved very successful in the domestic market,

where several new clients were added to the reference list with

much shorter sales cycles than previously. Sales cycles were not

quite as short as hoped for and managing internal resistance

from the clients technical staff was still an issue which required

energy and time.

Finding and making joint venture partners abroad perform

proved to be a real challenge. In spite of the new value proposition

and the new go-to-market approach sales cycles in new territories

were still 9-12 months. Finding joint venture partners who were

prepared and able to allocate all their time to building up a

pipeline and manage the sales process without being paid until

signed client orders were closed, was very difcult.

Through the personal network of the management consultant

a joint venture partner was identied in a neighboring country.

The joint venture partner was already acquainted with the

potential client base and had access to power sponsors in most

enterprises in the territory. Within 9 months the rst contract

was signed with a new client in the territory and a signicant

pipeline of projects was in place for closing in the 4th quarter

and in the following year.

Company ABC yet has to prove that the GTM strategy is

scalable and that they can nd the joint venture partnersrequired to boot strap a new market. Using traditional

recruitment agencies is considered an opportunity and will

be tried in the near future.

Company ABC benets from having only 1 strategy to

maintain irrespective of which market they enter.

The company has recognized a need to be very close to the

individual customer. They therefore only recruit people who

are already acquainted with the customer base and who arecapable of communicating value at the executive C-level.

Activities

Conclusion


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With little competition and a complex domain area they

can afford to put less attention on product development.

However they recognize a need for productizing, product

planning and roadmap management as their installedbase continues to grow. The lack of competition and the

extremely attractive return on investment which the

solution delivers, does not call for focus on Operational

Excellence. However, the cash requirements for building

up new markets are driving a focus on how to optimize the

go-to-market investments.

Figure 4:ABC Company Value Proposition


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Hans Peter BechHans Peter Bech has more than 25 years of experience with

international sales & marketing of ITC products, services andsolutions. Hans Peters core competencies are:

Enterprise B2B business process software solutions, ERP/

ERM/CRM solutions and software engineering (bespoke

development).

Go-to-market strategy/program development and

implementation, including reference client recruitment,

recruitment of reseller and distributor channels and setting

up new subsidiaries.

Extensive experience with and personal network inScandinavia, Eastern and Western Europe, Russia, North

America, Australasia and South Africa.

From 1998 to 2001 Hans Peter lived in Stuttgart, Germany

responsible for building the partner channel for Damgaard/

Navision (later acquired by Microsoft) in Germany, Austria and

Switzerland.

Hans Peter speaks Danish, English and German.

Hans Peter holds a M.A. in macroeconomics and political science

from the University of Copenhagen.

As a sales person Hans Peter qualied more than 15 times for

100% Clubs, Summit Conferences, Million $ Clubs and Top

Performer events.


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The Financial PerspectiveCapital base: Cash ow and Earnings

The Learning/Growth Perspective

Organization Capital: Satisfaction, Values and Team spirit

Information Capital: IT, Knowledge sharing and External cooperation

Human Capital: Recruitment, Retention and Development

The Internal Perspective

Innovation: Product development and Process development

Customer management: Attraction, Retention and Dependence

Operation: Capacity, Flow and Flexibility

Regulatory and Environment: Security and Ethics

The Customer Perspective

Product/Service: Competitive parameters and Customer value

proposition

Relationships: Customers relations, Customer loyalty

Image: Knowledge and Recommendations

The Management Perspective

Objectives: Planning and Focus

Strategy: Mission and Business plan

Action: Resourcefulness and Achievement of objectives

People: Management composition, Leadership development

and Leadership experience and cooperation

Appendix A:ValuePerform operates with 15 management elds divided into 5 Perspectives. 4 of these perspectives

are known from the Balance Scorecard. The fth perspective is added by ValuePerform to measurethe ability to execute. The 15 management elds are:


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Appendix BCritical Success Factors areas according to Balanced Scorecard

Assuming Product leadership

Assuming Operational Excellence

Assuming Customer Intimacy

The internal process area Innovationis critical, consequently

focus is on the following areas:

Idea generationProduct developmentContinuous introduction of new productsJoint ventures / Partnerships

In terms of the Customer PerspectiveProduct/Service attributes,

areas of critical importance are:

Time-to-marketFunctionality/Performance

As a brand the company should pursue a reputation as aPremium product

The internal process area Operationis critical, consequently

focus is on the following areas:

Supply chain managementOperational cost efciency:

Cost reduction

Quality improvement andProduction time reductions

Capacity managementIn terms of the Customer Perspective Product/Serviceattributes,

areas of critical importance are:

Price/qualityTimeRange

As a brand the company is appealing to the Smart shopper

The Internal Perspective dimension Customer Managementiscritical, consequently focus is on the following areas:

Solution DevelopmentCustomer ServiceCustomer relationship managementCustomer guidance

In terms of the Customer Perspective, the Relationship

dimensions of critical importance are:

Customer RelationsCustomer Loyality

As a brand a company should pursue reputation as a trusted

brand.

TBK WIPA 001

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Designing Successful Go to Market Srategies