A globally active French company for IT-supported identity and security solutions with a turnover of 2.5 billion euros was looking to significantly expand a business unit. Although the business unit in question was commercially successful, it was only represented in France and a few other geographical markets. The shareholder (private equity) commissioned the interim manager to develop a strategy for expansion and internationalization, identify target markets and develop a product roadmap for the next five years including a marketing strategy and business plan.
List of promising target markets for internationalization developed
In the first step, the interim manager gained an overview of the current status of the business unit including sales channels, customer relationships, product and technology portfolio as well as the service and support organization. He then identified numerous target markets with high demand for the company's product and technology portfolio - albeit with considerable differences in aspects such as market access (market entry barriers), expected price levels and the competitive situation. Ultimately, this resulted in a list of markets that the interim manager assessed as particularly promising and assigned various priorities.
Portfolio and marketing strategy adapted for selected markets
In the next step, the interim manager used an iterative process to review the product requirements of the prioritized target markets with regard to feasibility in terms of time and costs. He then mapped these results in a product roadmap. He also developed a consistent market and product strategy, including new products based on an innovative platform.
In addition, he worked with the international sales team to develop suitable sales strategies for the various markets. In order to achieve a time-optimized go-to-market and compensate for the volatility of the various regional markets, the concept envisaged using indirect sales channels and identifying appropriate partners in the markets.
Processes developed for product development and market entry in new regions
After the company management had approved the concept and the interim manager's associated business plan, the expert led the implementation. He developed and orchestrated the processes for the product roadmap, international markets and sales channels. This included setting up meeting structures for sales planning and sales support, the status and planning of development projects, product launch planning as well as partner management and partner support.
The interim manager paid particular attention to the implementation of the sales concept. Sales was structured regionally, represented different business areas and was the local interface to the new indirect sales partners. It was therefore essential to achieve rapid success together with the sales department. This was achieved primarily through the timely provision of products and excellent sales support, including support for local partners in the area of services and products.
Successful brand launch in five new regions: planned targets exceeded
The interim manager succeeded in launching two new products within the planned period of 24 months. Internationalization was significantly advanced with the market entry in five new regions. In four of the new regions, the interim manager gained sales and service partners for indirect sales.
The interim manager and his team exceeded the financial targets of the growth initiative. The EBIT margin increased significantly. Annual sales growth was above 20 percent. The order backlog grew by around 35 percent. The qualified opportunities in the sales pipeline had more than doubled by the end of the project.
