What
about “English” as a common language you say.
Consider that the USA and the UK both speak “English”
as a national language but there are many differences, which
leads to the saying “two countries divided by a common
language”. There are many areas of misunderstanding
between two such similar countries and you can expect many
more when you include the other European countries that
speak “English” as a second language.
How
then should the problem be approached to allow North American
based businesses to maximise their understanding of how
their products will be seen in the different European markets
and how they can best be marketed and distributed? The answer
is to utilise consultants.
Yes,
Yes, I can hear the comments now. However consider the NEED
and the TIMEFRAME in fulfilling the need via a consultancy
against travelling to Europe and doing the job yourself.
No contest really. I do however agree with your probable
thought about some of the consultancies. The solution is
in your hands to control the consultant and make sure you
get the results in an acceptable timeframe at an acceptable
cost.
Lets
look at the process of finding a consultant to assist you
with your European development. The first stage is to define
your business requirements as you see them. This should
be circulated internally within your own organisation to
get the views of your senior and middle management who can
assist the refining process through their hands on experience
with home and other export markets. Don’t forget to
add your timeframe and final objectives.
You
now have a detailed brief to circulate to your choice of
consultants. Examine the known consultants for a match between
their expertise and the brief you have prepared. Size isn’t
everything so don’t just look at the large companies.
You are looking at a specific market area so it is highly
probable that the smaller companies can provide the area
specific expertise that you need.
Pick
five consultancy companies, two large and three small all
within the target area and send them your detailed brief
and request that they respond giving a reasonably detailed
outline of how they will approach the project and pricing
in some detail. Don’t forget to ask each consultancy
to offer suggested refinements to the brief. You may have
written a good brief but the consultant can enhance it or
identify potential “show stoppers”.
The
next stage is to analyse the proposals and then visit Europe
to meet the consultants. It is important, at this stage,
to make sure you are talking with the people who will actually
undertake the work. In some instances you will meet the
“sales people” and not the “engineers”.
The key to utilising a consultant is to get to know them
and draw them into your business as a functioning element
of the decision making process. You therefore need to understand
and have respect for the person you will be dealing with
which you cannot do if you only meet the “sales”
person.
A good
consultant will at this stage identify potential areas of
concern within your briefing and outline alternative approaches.
Focus these discussions upon the project in hand and don’t
be side tracked. Make sure you will be happy to work with
the individual who will manage your project. Consultancy
is a partnership that is especially critical when you are
3000 miles away from the target market. You need to have
faith in both the individual and the consultancy.
The
appointment of the consultant is by no means the end of
your responsibility. Your company must look at this as both
a data collection exercise and an internal training exercise.
You must nominate a key individual within your organisation
to be the interface and project driver. It should not just
be an “add on” to that persons existing job
but should be their primary function and a link between
two companies. This individual will become your internal
expert of Europe.
Your
responsibility does not end here. You have to supply a lot
of information about your company to the consultant if you
want a realistic solution that will fit your business. Most
consultants and auditors state that one of the biggest problems
is getting the customer to provide timely information. With
the distance between the two companies and the time differential
this can be a problem. Consider however that by delaying
production of information to the consultant you are only
increasing his costs, which you ultimately pay.
As a
final though I would suggest that you plan to involve the
consultant in the implementation of the solution. Make sure
the consultant knows that whatever solution he comes up
with he will also be responsible for at least part of the
implementation.
About
the Author
Mike Forryan has some 30 years experience in business processes
and has worked for UK, European and US multinationals in
various rolls including business development and troubleshooter.
He
now runs his own Supply Chain Resources business which includes
interim management, consultancy, recruitment and business
health checks. |
