Management and development
Dynamic markets call for flexible actors.
Strategic interviews in France and Germany
We answer the questions you wonder about.
Setting up a strategy requires, above all, an understanding of the market, reliable and efficient information. Book-learning or secondary market studies are of no use, questions concerning your organisation, your strategy, your products range and your industrial and financial opportunities.
- How to position your offer on the market? Is it possible to aim for a similar positioning to the one you enjoy in your country? Do obstacles exist such as prices level, recovering structures or local competitors?
- Is your strategy and commercial policy properly adapted? If not, which policy should we give more importance to?
- Does the market offer the potential to finance a newcomer? Is working with the distribution essential to enter the market?
- What are your strengths and weaknesses? What are the opportunities and the risks?
To get reliable answers (and they are the only ones worth it!), we ask those who ‘are and do the market’ : the French or Germans! We analyse and synthesize available information on the current market and collect missing parts from potential clients and prescribers.
To make it short, we are in charge of defining the key factors which rule the market, the competitive situation and the main opportunities which will bring you the proper security at the time of decision-making.
We explain to your staff why AIDA is not only an opera!
When your commercial strategy is adapted to the country, it is essential that your team’s selling points are adapted to the competitors’ and to the criteria of local buying. Indeed, a joint message to all sale forces and products or company advantages enables to negotiate price differences and significant market shares.
- Are the company’s characteristics and its products known well enough?
- How are the advantages of the products presented to the clients?
- Are the criteria of differentiation developed and implemented in a systematic way?
- Have the products or the company’s characteristics been changed to benefit the client?
- What message did the sales forces give out?
Our workshops and interventions in the training programme are held within specifications describing your objectives and your expectations. Your products, your target clients, your competitors, and your strategy are used as a base for the implementation of sales talks and sales methodologies.
The result is convincing: your French employees are professionalised in their sales approach. Your sales force is strengthened in front of competitors by presenting competitive advantages and products benefits. Your sales force speaks in one voice, multiplies your chance of success and reinforces your company’s image.
Attracting sales partners
athos supports you in choosing the best possible distribution channel in France.
athos supports you in choosing the best possible distribution channel, tailored to your business model including through market and location analysis as well as business and sales partnerships.
In collaboration with you, we will choose the best possible sales channel in France for your company and your products.
There is no doubt the efficiency of your French sales force or your sales organization is definitely the key success factor in achieving your sales targets.
- What are the characteristics of your sales staff?
- Which employees suit you best – both professionally and humanly?
- Who should lead the employees internally? Is it vital for this position to speak perfect French and German as well?
In order to find the ideal sales partner or to build up a sales organization, we use our proven professionnal recruiting expertise with regard to sales partners, employees and sales representatives.
Coaching of the sales force
Methods and tools which proved their efficiency.
Every sales force needs to be trained and directed – It is the same for your French & German counterparts! Human resources and mostly the sales force are the major commercial investment for gaining access to the market; this investment should be profitable and requires an efficient control. This efficiency depends as much on the tools than on the managing methodology which should be adapted to the market and to the mentality. The middle way between laxity and the excess of authority is difficult to find. A software, as good as it can be, has yet never conducted a sales force.
- What does your sales force really know about the selling strategy, the objectives and the commercial policy?
- Is the reporting efficiently organised and adapted to the French & German market?
- Is the check up on the competitors assured? Is it updated and how often?
- How reliable is the level of information handed by the French & German counterparts? Are emotions taking over the facts?
- Are there any measurable action plans? Is their implementation being followed up?
The results of your sales force is THE successful key factor to reach your objectives. If motivation and abilities are not there, an efficient coaching will enable to identify and correct promptly the deficits and make the required decisions.
It is essential to maintain the motivation of the good workforce by including them into the putting together of your objectives and priorities. Regular coaching interviews enable to set up and check up the good comprehension of the expectations from the parent company and the priorities in relation to the market. Success is a share commodity; failure is an opportunity to progress.