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>How to manage Distributors

10/12/2010 By

>My previous article, “Distributors, Good Bad and Indifferent”, talked about distributors and the various options and routes to market. This article is aimed at those companies who have decided the Distributor route is right for their strategy. For ease of understanding, I will describe the ‘supplying company’ as the ‘Supplier’ during this article.

I have previously explained how important up front research, due diligence and general strategy is when selecting a partner to be your Distributor. Indeed the word ‘partner’ is deliberately chosen, as the relationship must be considered one of joint responsibility. The day a Supplier describes a Distributor as a ‘Customer’ is a sad one, as the motives for selling to them will be misguided.
A Supplier will never have control over its Distributor, and it should not try to do so. However with thoughtful and planned management, the Supplier can influence significantly the thinking and strategy of the Distributor.
A shared vision is important, but often the root cause of misunderstanding if the vision is interpretted differently by each party.
So how do we go about singing from the same sheet?
First, the companies must have a similar ethic to developing business. For example they must both dedicate effort to external sales, they must both spend money on marketing, they both must have a culture of entrepreneurial flair. Hopefully much of this has been ‘ironed out’ in the due diligence process, and it cannot be stressed too much how important the prior research and due diligence is. The ‘chemistry’ must be right! Clearly a ‘can do’ Supplier wants to work with a ‘can do’ Distributor, therefore the culture within the Distributor business will either make or break the relationship.
Second, the Supplier must be able to ‘sew seeds’ in the Distributors mind, that enables the Distributor to develop ideas in line with the Suppliers thinking. Therefore the Suppliers ideas become the Distributors ideas. That way (hopefully) all buy into the sales plan. The sales ‘plan’ must be written with inputs from both parties, with agreed actions. It must be realistic, with some ambition built in, no different from any sales plan. Both the Distributor and the Supplier must commit to the actions agreed. The Supplier must maintain a level of responsibility, commitment and support to ensure this works for all, as it is in the interest of both parties. Fairly obvious, but all actions must be apportioned to an individual, and given a time for completion or action. The plan must be dynamic, easily updated, and reviewed by both parties regularly.
The Supplier must take the responsibilty to train the Distributors team in its products, and must not forget the latest product development updates. Market and Product bulletins will be a key part of the relationship. Make sure that this is communicated in a way that all Distributors can benefit from.
Now all of this is all very good, but what about the new Sales Director, that has inherited Distributors from the Boss or his predecessor. And to make matters worse, several of them are not really performing. How do we deal with this?
First, check the contractual arrangements for the Distributor in question, their terms of engagement (if these exist), and also understand any terms of severance (should this be necessary). Talk to your Boss, check that any drastic action you may have in the back of your mind is not going to drop you into the ‘muck’, as you are just about to axe his all time buddy!
Second, it is imperative that a meeting takes place with both Manufacturer and ‘Poor Performing Distributor’ around the table. At that meeting both sides must state their aspirations for the business. Invariably the Suppliers aspirations will be more ambitious than those of the Distributor. The skill now is to bridge the gap between what the two parties aspire to. What does the Supplier need to do to help the Distributor perform better, and by when? What does the Distributor need to do to make more sales, again by when? What do both parties need to do to resolve the issues? Again, planting seeds is important, so that the Distributor develops ideas along the lines of the Suppliers thinking. A specific action plan needs to be put together to meet the immediate objectives, with a longer term ongoing plan to sustain the higher levels of business, once growth has been achieved.
Formalising a reporting structure is a key strategy. Careful consideration regarding a format is important. Too complex and the Distributor will procrastinate, or even worse, ignore. It needs to be easy for the Distributor to deal with. It needs to be in a format that allows the Supplier to benchmark each Distributor.
The frequency of reporting is also a consideration. For high volume fast moving products, perhaps a Monthly report is needed. With longer sales process items (eg Capital Equipment) a quarterly report may suffice.
Expect some resistance to formalised reporting. The Distributor may need to be coerced, even incentivised. Explain that reporting from all Distributors will allow a better flow of success stories and cross referalls, hence greater business opportunity. And for those who stubbornly refuse to report, and are not performing well, now is a chance (contract allowing) to sever business relationships.
There will always be an element of ‘Us and Them’. And of course the Supplier must respect the fact that the Distributor has other priorities too, as they are likely to represent other suppliers. However, getting the Distributors together once every 12-18 months for a conference, training and inteliegence sharing event is likely to pay dividends for the Supplier. It will engender a sense of worth and belonging for the Distributor.
“All this is all very well, but my Company has 25 Distributors, they are baswed anywhere from New Zealand to Alaska, Singapore to Brazil. How can I reasonably be expected to do all this?” A very reasonable question. First, a network of this size will need more than one person to manage it. Second, it is important that you take the time (albeit sometimes infrequently) to visit all Distributors. For those far away, it can be prudent to engage the services of a specialist Sales consultancy local to the Distributor, who can monitor the Distributor with 6 or 12 weekly progress meetings, and instill good sales practice at the same time. An independent Sales consultant will understand the Suppliers objectives, the local culture and trading conditions, and provide an unbiassed assessment of the progress and challenges.
It is interesting to talk to Supplying companies who believe the Distributor route has failed them. It is always the Distributors fault, or is it? Perhaps a recognition of joint responsibility may have yielded an all together different outcome. And perhaps now, on reading this, the realisation of this responsibility is becoming apparent.
Some Suppliers have recently stated to me that “We believe we can do an equally good job in the territory without giving away all that profit.” I cannot argue with this view one way or another as there are many options to doing business. Of course each come with a cost associated to them. Careful consideration of overheads, employment, local laws etc are vitally important.
The underlying message is that you need to work with your Distributors to gain the rewards. Both time and money must be invested. Mutual respect and spirit of cooperation are key.
Happy partnerships, and hopefully happy Sales!
Good Luck
Ian Thomas FInstIB
Hampshire, England
T: 0870 787 7590
e: ian.thomas@sgba.co.uk.

Filed Under: Sales Tagged With: distributors, export, growth, International, profitability, Profits, sales, sales management, sales performance, SALES STRATEGY

>How to manage Distributors

10/12/2010 By Mushroom Internet

>My previous article, “Distributors, Good Bad and Indifferent”, talked about distributors and the various options and routes to market. This article is aimed at those companies who have decided the Distributor route is right for their strategy. For ease of understanding, I will describe the ‘supplying company’ as the ‘Supplier’ during this article.

I have previously explained how important up front research, due diligence and general strategy is when selecting a partner to be your Distributor. Indeed the word ‘partner’ is deliberately chosen, as the relationship must be considered one of joint responsibility. The day a Supplier describes a Distributor as a ‘Customer’ is a sad one, as the motives for selling to them will be misguided.
A Supplier will never have control over its Distributor, and it should not try to do so. However with thoughtful and planned management, the Supplier can influence significantly the thinking and strategy of the Distributor.
A shared vision is important, but often the root cause of misunderstanding if the vision is interpretted differently by each party.
So how do we go about singing from the same sheet?
First, the companies must have a similar ethic to developing business. For example they must both dedicate effort to external sales, they must both spend money on marketing, they both must have a culture of entrepreneurial flair. Hopefully much of this has been ‘ironed out’ in the due diligence process, and it cannot be stressed too much how important the prior research and due diligence is. The ‘chemistry’ must be right! Clearly a ‘can do’ Supplier wants to work with a ‘can do’ Distributor, therefore the culture within the Distributor business will either make or break the relationship.
Second, the Supplier must be able to ‘sew seeds’ in the Distributors mind, that enables the Distributor to develop ideas in line with the Suppliers thinking. Therefore the Suppliers ideas become the Distributors ideas. That way (hopefully) all buy into the sales plan. The sales ‘plan’ must be written with inputs from both parties, with agreed actions. It must be realistic, with some ambition built in, no different from any sales plan. Both the Distributor and the Supplier must commit to the actions agreed. The Supplier must maintain a level of responsibility, commitment and support to ensure this works for all, as it is in the interest of both parties. Fairly obvious, but all actions must be apportioned to an individual, and given a time for completion or action. The plan must be dynamic, easily updated, and reviewed by both parties regularly.
The Supplier must take the responsibilty to train the Distributors team in its products, and must not forget the latest product development updates. Market and Product bulletins will be a key part of the relationship. Make sure that this is communicated in a way that all Distributors can benefit from.
Now all of this is all very good, but what about the new Sales Director, that has inherited Distributors from the Boss or his predecessor. And to make matters worse, several of them are not really performing. How do we deal with this?
First, check the contractual arrangements for the Distributor in question, their terms of engagement (if these exist), and also understand any terms of severance (should this be necessary). Talk to your Boss, check that any drastic action you may have in the back of your mind is not going to drop you into the ‘muck’, as you are just about to axe his all time buddy!
Second, it is imperative that a meeting takes place with both Manufacturer and ‘Poor Performing Distributor’ around the table. At that meeting both sides must state their aspirations for the business. Invariably the Suppliers aspirations will be more ambitious than those of the Distributor. The skill now is to bridge the gap between what the two parties aspire to. What does the Supplier need to do to help the Distributor perform better, and by when? What does the Distributor need to do to make more sales, again by when? What do both parties need to do to resolve the issues? Again, planting seeds is important, so that the Distributor develops ideas along the lines of the Suppliers thinking. A specific action plan needs to be put together to meet the immediate objectives, with a longer term ongoing plan to sustain the higher levels of business, once growth has been achieved.
Formalising a reporting structure is a key strategy. Careful consideration regarding a format is important. Too complex and the Distributor will procrastinate, or even worse, ignore. It needs to be easy for the Distributor to deal with. It needs to be in a format that allows the Supplier to benchmark each Distributor.
The frequency of reporting is also a consideration. For high volume fast moving products, perhaps a Monthly report is needed. With longer sales process items (eg Capital Equipment) a quarterly report may suffice.
Expect some resistance to formalised reporting. The Distributor may need to be coerced, even incentivised. Explain that reporting from all Distributors will allow a better flow of success stories and cross referalls, hence greater business opportunity. And for those who stubbornly refuse to report, and are not performing well, now is a chance (contract allowing) to sever business relationships.
There will always be an element of ‘Us and Them’. And of course the Supplier must respect the fact that the Distributor has other priorities too, as they are likely to represent other suppliers. However, getting the Distributors together once every 12-18 months for a conference, training and inteliegence sharing event is likely to pay dividends for the Supplier. It will engender a sense of worth and belonging for the Distributor.
“All this is all very well, but my Company has 25 Distributors, they are baswed anywhere from New Zealand to Alaska, Singapore to Brazil. How can I reasonably be expected to do all this?” A very reasonable question. First, a network of this size will need more than one person to manage it. Second, it is important that you take the time (albeit sometimes infrequently) to visit all Distributors. For those far away, it can be prudent to engage the services of a specialist Sales consultancy local to the Distributor, who can monitor the Distributor with 6 or 12 weekly progress meetings, and instill good sales practice at the same time. An independent Sales consultant will understand the Suppliers objectives, the local culture and trading conditions, and provide an unbiassed assessment of the progress and challenges.
It is interesting to talk to Supplying companies who believe the Distributor route has failed them. It is always the Distributors fault, or is it? Perhaps a recognition of joint responsibility may have yielded an all together different outcome. And perhaps now, on reading this, the realisation of this responsibility is becoming apparent.
Some Suppliers have recently stated to me that “We believe we can do an equally good job in the territory without giving away all that profit.” I cannot argue with this view one way or another as there are many options to doing business. Of course each come with a cost associated to them. Careful consideration of overheads, employment, local laws etc are vitally important.
The underlying message is that you need to work with your Distributors to gain the rewards. Both time and money must be invested. Mutual respect and spirit of cooperation are key.
Happy partnerships, and hopefully happy Sales!
Good Luck
Ian Thomas FInstIB
Hampshire, England
T: 0870 787 7590
e: ian.thomas@sgba.co.uk.

Filed Under: Sales Tagged With: distributors, export, growth, International, profitability, Profits, sales, sales management, sales performance, SALES STRATEGY

>Distributors, Good, Bad and Indifferent.

10/12/2010 By

>

Many Companies operate through distributors and stockists. There can be many reasons why a Company chooses this route to market.
Some Suppliers do not have the ability to serve the wide and varied market place, and it makes sense for third parties (Distributors) to offer their products. In others it is used as a strategy to secure business in overseas markets, or places/market sectors that are remote from the Supplier. The down side is that a significant profit margin is given away, to allow the Distributor to operate profitably.
So, how do Distributors come about?
Many have been past friends, or friends of friends! Others have come as a result of an Exhibition meeting, answering an advert, or some simple research. A few have been placed by seeking Commercial Attaché services provided by the Government.
What is a Distributor? Ideally, it is a company operating in a sector that is key to the Suppliers target market (or one of the key markets). They will have a vested interest in selling proactively (i.e. not a passive sale), keep stock, and will not sell any competitive products. In many instances, they will sell complimentary products. Their territory will be defined geographically and/or by market sector. The Supplier will have little control over the distributor, but with good management, can exert quite a lot of influence over them.
And for a Supplier considering whether Distributors are for them, what are the pitfalls, and what are the alternatives?
The main pitfall is that the Distributor is a separate legal entity, and will always be the deciding factor over the success or failure of the sales potential.
Alternatives can be a stockist, an agent, a joint venture, an acquisition, a subsidiary, a franchise or a license agreement. Each will need proper legal preparations and up front due diligence. And cross border arrangements will need consideration of the legalities in both the Suppliers country, as well as the target country.
A stockist is a fairly static and passive partner. They may also stock competitive products alongside yours, and have no real vested interest in making yours successful.
An agent will work on your behalf, and take a cut of profits. However, the supplier will have little control over how he/she operates, and cannot dictate the priorities or strategy.
A joint venture is where two ‘complimentary’ businesses join force, add capital and time to a ‘ new entity’ with its own identity and direction. Here the supplier will have an element of strategic influence, normally commensurate with the share holding of the entity. Drawbacks here are that this can be costly, and good management will be needed to avoid the partnership becoming hostile as the business grows.
An acquisition is where the supplier has bought an existing business in order to further their own aim. This can be a quick route to establishing a ‘subsidiary’ company, and the supplier will now have full control. Drawback is that this is likely to be the most costly scenario, but can be highly lucrative.
A franchise can be applicable, particularly where the business model, or delivery model can be easily replicated across many areas and demographic divides. The drawback is that many of these fail due to the lack of commercial nous of the franchisor, franchisee, or both.
A licensing agreement can be lucrative, where the manufacturing rights can be granted to a partner company against an original fee and an ongoing royalty against sales. Drawback is that you may lose the close control over quality, unless the partner applies diligence to their processes equal or better than you apply in your own activity.
All of the above need time, effort and resource applied to make them work well, and provide profits. Therefore the strategy needs to be precise.
Frequently distributorships are not well thought through. Often due diligence and ‘ the foundations’ are not treated with the respect they should be, which is important before any agreements are made. A good set of ‘foundations’ will include setting the ‘ground rules and expectations’ of both parties, both short, medium and long term.
For example:
What business does the Supplier expect the Distributor to secure within 12 months, 3 years and 5 years?
How will the Distributor achieve this?
What does the Distributor need to do to make this happen? (Employ more people, create new cost centre, attend exhibitions)
What does the Supplier have to do to support the Distributor? (training, collateral, sales visits etc)
What stock commitments should the distributor make?
An agreed plan of action (by whom, by when etc)
What preferential terms should the Supplier make available to ensure the distributor is incentivised and is profitable?
An agreed statement of expectation from both sides.
A formalised means of reporting and communication from both sides.
An adoption of the Suppliers minimum Quality procedures and requirements.
Performance targets & clauses.
Get out clauses and exit routes.
An understanding of the financial commitments that each will input.
….. And so on!
If a potential Distributor does not take these discussions seriously, then it is likely that the future will be full of misunderstandings and under achievement. A marriage made in hell.
How does one go about finding a good Distributor?
First, decide what you want:-
” our products are sold to Biotech companies and the Nuclear Sector” Therefore, in any geographical territory, there may be a distributor for each sector.
“how big should the company be that distributes our products?” (A very LARGE player may in some cases be eliminated from all possible business, so a lower tier supplier may prove better).
“are they already selling complimentary products?”
“will the Distributor be expected to employ dedicated staff to look after our product?”
“how do we want to grow Geographically?”
Once you have decided upon what the Distributor should be, or look like, the Supplier can then concentrate on researching the market/territory for potential Distributors. However, this can be very expensive and time consuming. Without local knowledge there can be many cost and time consuming ‘blind alleys’ Consultants in the territory with specialist and local knowledge can provide great value for money in the search, selection, due diligence, introduction and negotiation of new Distributorships. Suppliers are often blinkered by their own limitations and perceptions. A consultant will approach the discipline without these constraints, creatively and professionally, and can ensure that the foundations are sound before a deal is done.
Once a deal is done, and business starts to role, Distributor management skills become key for the Supplier in order to exert positive influence. The Supplier must always remember that the team at the Distributor are not the Suppliers employees. They must be treated with respect and an appreciate that the Suppliers objectives may have been ‘watered down’ by the time they have reached the Distributors sales team. Often, if the Distributor is a long way from the Supplier, the local Consultant (as used in the search and selection process) can become a good independent ‘go between’ to ensure that all ongoing Distributor commitments and targets are met. This will further reduce the Suppliers cost and time commitment.
Monthly updates from both sides will ‘lubricate’ the relationship, with a formal update from both sides (ideally no less than quarterly) being essential. Nowadays many web enabled systems can allow real time reporting with multi access, and ensure information transfer without delay.
Key points to ongoing support include:-
Regular communication
Sharing of experiences
Two way support
Realistic commitments and targets
There is much more to managing Distributors, and I will explore this further in my next article.
Ian Thomas FInstIB
Hampshire, England
T: 0870 787 7590
e: ian.thomas@sgba.co.uk.
Ian Thomas provides a consultancy and Sales training business aimed at maximizing market and sales potential for the SME sector, both in the UK and overseas markets. Ian Thomas is fully accredited by, and a fellow of the Institute for Independent Business International (http://www.iib.org.ws)

Filed Under: Sales Tagged With: distributors, export, growth, International, profitability, Profits, sales, sales management, sales performance, SALES STRATEGY

>Distributors, Good, Bad and Indifferent.

10/12/2010 By Mushroom Internet

>

Many Companies operate through distributors and stockists. There can be many reasons why a Company chooses this route to market.
Some Suppliers do not have the ability to serve the wide and varied market place, and it makes sense for third parties (Distributors) to offer their products. In others it is used as a strategy to secure business in overseas markets, or places/market sectors that are remote from the Supplier. The down side is that a significant profit margin is given away, to allow the Distributor to operate profitably.
So, how do Distributors come about?
Many have been past friends, or friends of friends! Others have come as a result of an Exhibition meeting, answering an advert, or some simple research. A few have been placed by seeking Commercial Attaché services provided by the Government.
What is a Distributor? Ideally, it is a company operating in a sector that is key to the Suppliers target market (or one of the key markets). They will have a vested interest in selling proactively (i.e. not a passive sale), keep stock, and will not sell any competitive products. In many instances, they will sell complimentary products. Their territory will be defined geographically and/or by market sector. The Supplier will have little control over the distributor, but with good management, can exert quite a lot of influence over them.
And for a Supplier considering whether Distributors are for them, what are the pitfalls, and what are the alternatives?
The main pitfall is that the Distributor is a separate legal entity, and will always be the deciding factor over the success or failure of the sales potential.
Alternatives can be a stockist, an agent, a joint venture, an acquisition, a subsidiary, a franchise or a license agreement. Each will need proper legal preparations and up front due diligence. And cross border arrangements will need consideration of the legalities in both the Suppliers country, as well as the target country.
A stockist is a fairly static and passive partner. They may also stock competitive products alongside yours, and have no real vested interest in making yours successful.
An agent will work on your behalf, and take a cut of profits. However, the supplier will have little control over how he/she operates, and cannot dictate the priorities or strategy.
A joint venture is where two ‘complimentary’ businesses join force, add capital and time to a ‘ new entity’ with its own identity and direction. Here the supplier will have an element of strategic influence, normally commensurate with the share holding of the entity. Drawbacks here are that this can be costly, and good management will be needed to avoid the partnership becoming hostile as the business grows.
An acquisition is where the supplier has bought an existing business in order to further their own aim. This can be a quick route to establishing a ‘subsidiary’ company, and the supplier will now have full control. Drawback is that this is likely to be the most costly scenario, but can be highly lucrative.
A franchise can be applicable, particularly where the business model, or delivery model can be easily replicated across many areas and demographic divides. The drawback is that many of these fail due to the lack of commercial nous of the franchisor, franchisee, or both.
A licensing agreement can be lucrative, where the manufacturing rights can be granted to a partner company against an original fee and an ongoing royalty against sales. Drawback is that you may lose the close control over quality, unless the partner applies diligence to their processes equal or better than you apply in your own activity.
All of the above need time, effort and resource applied to make them work well, and provide profits. Therefore the strategy needs to be precise.
Frequently distributorships are not well thought through. Often due diligence and ‘ the foundations’ are not treated with the respect they should be, which is important before any agreements are made. A good set of ‘foundations’ will include setting the ‘ground rules and expectations’ of both parties, both short, medium and long term.
For example:
What business does the Supplier expect the Distributor to secure within 12 months, 3 years and 5 years?
How will the Distributor achieve this?
What does the Distributor need to do to make this happen? (Employ more people, create new cost centre, attend exhibitions)
What does the Supplier have to do to support the Distributor? (training, collateral, sales visits etc)
What stock commitments should the distributor make?
An agreed plan of action (by whom, by when etc)
What preferential terms should the Supplier make available to ensure the distributor is incentivised and is profitable?
An agreed statement of expectation from both sides.
A formalised means of reporting and communication from both sides.
An adoption of the Suppliers minimum Quality procedures and requirements.
Performance targets & clauses.
Get out clauses and exit routes.
An understanding of the financial commitments that each will input.
….. And so on!
If a potential Distributor does not take these discussions seriously, then it is likely that the future will be full of misunderstandings and under achievement. A marriage made in hell.
How does one go about finding a good Distributor?
First, decide what you want:-
” our products are sold to Biotech companies and the Nuclear Sector” Therefore, in any geographical territory, there may be a distributor for each sector.
“how big should the company be that distributes our products?” (A very LARGE player may in some cases be eliminated from all possible business, so a lower tier supplier may prove better).
“are they already selling complimentary products?”
“will the Distributor be expected to employ dedicated staff to look after our product?”
“how do we want to grow Geographically?”
Once you have decided upon what the Distributor should be, or look like, the Supplier can then concentrate on researching the market/territory for potential Distributors. However, this can be very expensive and time consuming. Without local knowledge there can be many cost and time consuming ‘blind alleys’ Consultants in the territory with specialist and local knowledge can provide great value for money in the search, selection, due diligence, introduction and negotiation of new Distributorships. Suppliers are often blinkered by their own limitations and perceptions. A consultant will approach the discipline without these constraints, creatively and professionally, and can ensure that the foundations are sound before a deal is done.
Once a deal is done, and business starts to role, Distributor management skills become key for the Supplier in order to exert positive influence. The Supplier must always remember that the team at the Distributor are not the Suppliers employees. They must be treated with respect and an appreciate that the Suppliers objectives may have been ‘watered down’ by the time they have reached the Distributors sales team. Often, if the Distributor is a long way from the Supplier, the local Consultant (as used in the search and selection process) can become a good independent ‘go between’ to ensure that all ongoing Distributor commitments and targets are met. This will further reduce the Suppliers cost and time commitment.
Monthly updates from both sides will ‘lubricate’ the relationship, with a formal update from both sides (ideally no less than quarterly) being essential. Nowadays many web enabled systems can allow real time reporting with multi access, and ensure information transfer without delay.
Key points to ongoing support include:-
Regular communication
Sharing of experiences
Two way support
Realistic commitments and targets
There is much more to managing Distributors, and I will explore this further in my next article.
Ian Thomas FInstIB
Hampshire, England
T: 0870 787 7590
e: ian.thomas@sgba.co.uk.
Ian Thomas provides a consultancy and Sales training business aimed at maximizing market and sales potential for the SME sector, both in the UK and overseas markets. Ian Thomas is fully accredited by, and a fellow of the Institute for Independent Business International (http://www.iib.org.ws)

Filed Under: Sales Tagged With: distributors, export, growth, International, profitability, Profits, sales, sales management, sales performance, SALES STRATEGY

>The SGBA goes Global….

26/11/2010 By

>

Most business commentators and leaders believe that exports are the key to creating a bouyant economy from the recent troubled times.
The SGBA are assisting business expand horizons, key to bringing the economy out of recession.
“Our relationships with people on the ground in France, India and USA are first class, and we can assist all types of business with upfront research, and laying the business foundations with local people” says Ian Thomas.
He goes on to say, “we are creating all sorts of opportunities, both outward and inward. As UKT&I have to deal with surpressed budgets, the services we offer will become invaluable. And we are not just limited to three countries!”
No matter whether you want to appoint an agent, a distributor, invest in a subsidiary, get a joint venture moving, or sell a license or franchise, the SGBA are now fully prepared to deliver value and growth opportunity.
Market research, premises search, personnel selection, local laws, licenses, the list goes on…… most costly and time consuming for business Directors.

Filed Under: Sales Tagged With: export, France, India, International, sales, USA

>The SGBA goes Global….

26/11/2010 By Mushroom Internet

>

Most business commentators and leaders believe that exports are the key to creating a bouyant economy from the recent troubled times.
The SGBA are assisting business expand horizons, key to bringing the economy out of recession.
“Our relationships with people on the ground in France, India and USA are first class, and we can assist all types of business with upfront research, and laying the business foundations with local people” says Ian Thomas.
He goes on to say, “we are creating all sorts of opportunities, both outward and inward. As UKT&I have to deal with surpressed budgets, the services we offer will become invaluable. And we are not just limited to three countries!”
No matter whether you want to appoint an agent, a distributor, invest in a subsidiary, get a joint venture moving, or sell a license or franchise, the SGBA are now fully prepared to deliver value and growth opportunity.
Market research, premises search, personnel selection, local laws, licenses, the list goes on…… most costly and time consuming for business Directors.

Filed Under: Sales Tagged With: export, France, India, International, sales, USA

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