Success Factors Market Entry

 

Strategy, planning and target achievement

In general, the success factors of companies planning a new market entry are very well known. Mostly, there is a lack of clear formulation of strategy, control in the organization and open communication of goals and expectations. Some critical success factors for a company's market entry:

  • Control over goal setting and incentivization of all market participants to ensure alignment of interests
  • Implementation of a P&L market responsibility that is able to steer offerings and pricing in a decisive way
  • Investment in the visibility of the company via marketing measures and profiling
  • Sales-centered control of the market of service offerings and pricing
  • Local delivery capability and specialists for process and IT delivery concepts
  • Active Partnering to close Gaps (0 Margin)
  • Market tailored vertical product and service offerings in combination shoring concepts
  • Effective deal control and lean deal processes implemented in a customer-centric manner
  • Fulfillment of compliance requirements for certification, concepts, contract agreements
  • Willingness to be flexible in liability issues and contract design with the customer
  • Short decision paths on pricing and margins between P&L and Sales
  • Structured project management, delivery close to the customer, development of the customer from the project
  • Effective tool support and sales process as well as compact internal deal process management
  • Customer development via Leutchtturm projects to set the course for long-term collaboration
  • Establishment of a learning culture to improve the interaction within the company and in the customer approach

The effective design of a market entry has a lot to do with the control of the organization and the responsibilities.
It is important to create a position in the company with "profit and loss" P&L responsibility for the market. Thus, specific service offerings, pricing, target customer definition can be specifically aligned to the market requirements.

>>> A successful market entry should be organized sales-centered to be able to develop as close to the market as possible.

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