S S Ten Slides in Ten Minutes: Business Growth Into Africa [Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham CP.APMP
September, 2014
Dominant Exclusive Emerging Pervasive Absent
Making the competitors irrelevant
Source: www.sales-synthesis.co.za
Focus on Market Trends & Challenges
2
Mutual Sustainable Value resulting in
Strategically Planned Growth
Markets
Customers
Relationships
Building mutually beneficial and sustainable long-term ‘relevant’ relationships
2
The Sustainable Business Imperative (being Real in a World of Confusion)
Doing Business is Challenging – More so, for ‘Cash Cows’
Fact: Whatever brought success to an organisation will eventually be its downfall…
Do not just assume your relevance to Africa…
3
Source: countryeconomy.com
African Business is Challenging – Consider the Corruption Index
4
Practical experience of the potential markets is a necessity
Understanding the impact of Cultural Differences is an Imperative
Point to Ponder: 'Most businesses reward those that are supportive of the group’s strategies and punish those who challenge the authority of the leaders by raising doubt/s.'
Model of Culture
Time Focus
Space
Structure
Action
Time Orientation
Power
Communication
Competition
Primary source: Centre for Promoting Ideas,
Culture : ‘the inherited values, concepts, and ways of living which are shared by people of the same social group’
Activities: One after the other – with detail; Concurrent activities – less detail
Past, present, future: Traditional – short term gains through to long term plans /results
Hierarchy versus Equality: Dictatorial through to involvement
Wealth, performance, ambition versus Job satisfaction
Doing or being
Individualism or collectivism: Individual is self-reliant versus shared values of group
Personal zone: Business rather than personal issues
High context versus low context
5
An African ‘Cultural Differences Matrix’ is required
Per Country: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure
The focus must be on the present – and planned - country reach
An African growth plan should not be crafted on a whim – or merely to follow the competition
6
Building mutually beneficial and sustainable long-term ‘relevant’ relationships
1
2
3 4
5 6
7 8 9
10
11 12
13
14 15
16
17
18 19
20
21
22
23 24
25
26
27
30
31
32
33
34
35
36
37
38 39
41
42
43
44
45 46
47
48
49
50
51
52
53
29
28
1 Morocco
2 Mauritania
3 Senegal
4 The Gambia
5 Guinea
6 Sierra Leone
7 Liberia
8 Côte d ' Ivoire
9 Ghana
10 Togo
11 Benin
12 Nigeria
13 Burkina Faso
14 Mali
15 Niger
16 Algeria
17 Tunisia
18 Libya
19 Egypt
20 Chad
21 Cameroon
22 Equatorial Guinea
23 Gabon
24 Congo
25 Central African Republic
26 Sudan
27 Uganda
28 Rwanda
29 Burundi
30 Congo ( DRC )
31 Angola
32 Namibia
33 South Africa
34 Lesotho
35 Swaziland
36 Botswana
37 Zimbabwe
38 Zambia
39 Malawi
40 Mozambique
41 Madagascar
42 Comoros
43 Tanzania
44 Kenya
45 Ethiopia
46 Somalia
47 Djibouti
48 Eritrea
49 Guinea - Bissau
50 Cape Verde
51 Seychelles
52 Mauritius
53 São Tomé and Príncipe
40
Commonwealth
SADC
COMESA
SADC
IGAD
ECCAS
UNICA
NEPAD
ECOWAS
EAC
COMESA
CENSAD
AMU
OAU
Other
ECOWAS
Consider Leveraging Regional Initiatives - via Regional Communities
Be Aware of Territories: Jurisdictions, Sovereignties, Countries, Communities. 7
Consider Other Aspects that Could Impact African Growth To a ‘Greater or Lesser Extent’ other factors need to be considered – the trick is deciding which !!!
• Unclear Business Strategy • Business Ethics • Cultural Diversity • Inexperience in the Region • Regulatory Environment/s • Role and responsibility confusion • Remuneration Parity • Buy-in to the Business Strategy • Company Politics • Weak Leadership • Poor – or missing - Support Systems & Tools • Unfocused Strategic Market Development • Restructuring Periodicity • Brand Acceptance • Labour Markets • Relevant Offerings Portfolio • Etc…
Solution Sales: Value
8
Be Aware: The Aspect/s of Consideration will Impact the Potential for Growth
Market
Management Relationship
Building Opportunity
Scouting
Prompts: • Global trends • Industry knowledge • Unfolding
opportunities • Emerging risks
Prompts: • Pedigree/s • Preferences • Requirement/s for
advancement • Resource alignment • Communication plan/s
Prompts: • Wants vs. needs • Resourcing
requirements • Solutions vs. Risks • Ability to deliver • Competition
Account Managers
should be “Thought
Leaders” in specific
industries Account Managers
need to be articulate &
be the Single Point of
Contact [SPOC]
Account Managers
need to understand
the clients’ needs and
deliver against this
need
Relevant Solutions/Offerings - mutually agreed between ‘You’ and the Client
Abundance of
Solutions Selection of
Solutions
Mutually Agreed
Solutions
Client
9
Building mutually beneficial and sustainable long-term ‘relevant’ relationships
Pulling it all together… on a Per-Country Basis
Define type of sales
organisation
Build a Client-Centric
culture
Build Industry Knowledge
Account Management to
define Solution Suitability
Build a robust Business
Acquisition flow process
Ensure the deployment of
relevant client solutions
The ascent of acceptability
Robust relationship
development, based on trust and
openness
Consider planning some concurrent stages, depending
on availability of resources/budget
Product/Solution Decision Hurdle
Formulate a Business
Development Strategy
Be Real and be accommodating to your
client base – use resources that know (and have experience of) Africa
Source: Sales Synthesis
Underpin the process with Strategic Market Development initiatives
10