At the request of our clients, we also support them in their internationalization by searching for takeover targets abroad.
One of the geographic focuses is on the USA. The projects are implemented by a German-speaking cooperation partner who lives in the USA.
As a first step, we can also provide our clients with on-site sales support. To this end, IT-Firmenmakler GmbH, supports companies from the DACH region in entering the US market as follows:
1. market analysis
Via a competitive analysis, we develop an overview of the low hanging fruits, i.e. the easily achievable goals.
From the products and services offered by the German, Austrian or Swiss company, we identify the appropriate market segments in the United States where the company has a clear competitive advantage and can thus generate US business more quickly and easily.
As soon as it is clear in which market segment the greatest opportunities for success exist, we define the relevant customers and identify the appropriate resellers and distributors. The development of a clear understanding of the value chain and, in particular, of the decision-makers relevant for the purchasing decision is especially important.
- How does the purchase logic work?
- Who talks to whom?
- Who buys from whom, when and why, at what price?
- Why are they successful?
- What are the purchase-deciding criteria?
Last but not least, we identify the relevant associations and organizations as well as other stakeholders, analyze the current trends in the market segment and identify the relevant US trade shows.
In the end, we have a comprehensive market data and information package on the basis of which we develop the US Sales Concept.
2. US Sales Concept
Based on the findings of the market analysis, we develop a successful sales concept for our client. From today's point of view, this will probably be a hybrid concept consisting of distributors as well as sales partners and digital trading places, which are operated by these distributors or 3rd parties.
In this step, we also look very specifically at pricing. The USA is generally a very price-sensitive market. Technologies and systems that are priced significantly above the market price, even if technologically superior, are often not in demand or really hard to sell. "Head-turners", i.e. products or opportunities that receive a lot of attention, are technologically somewhat superior to the market leader and ideally the same or - in the case of a newcomer - cheaper.
We calculate a Delivered-at-Place (DAP) East / West Coast Product or Services Pricing and consider with our client what is likely to be the most successful pricing strategy.
3. marketing and communication
Marketing and communication are important pillars for a long-term successful US business.
American buyers want to consume American stories in an American format in US English. Even with the best German-speaking marketing teams, it's usually impossible to do US marketing out of Germany, Austria, Switzerland (DACH). We have seen several attempts in the past, all of which went wrong. Not only is language too different, but the local market knowledge to create both the look and feel and the relevant US content is missing.
The marketing trend in the U.S., of course, is toward social media (SCM) and online.
We advise our clients on how to Americanize the content and design of the corporate website and key existing marketing materials. In addition, we provide support in adapting the content of social media channels, such as LinkedIn.
As mentioned above, US customers want to hear US stories. To do this, we take existing marketing stories and Americanize them as best we can.
4. advice on product conformity and all legal frameworks.
In the context of a market entry, product conformity and product approval as well as the most essential legal framework conditions are important decision factors.
Legal requirements for sales in the USA
Insurance, product liability
Patents and trademarks
Terms of delivery and payment
Licensing and license agreements
Taxes and Duties (Sales / Use Tax, Withholding / Income, Import Duties, Payroll Taxes)
For legal and tax issues, our cooperation partner has recourse to appropriate local law and tax firms.
Below are some references for successful projects from the last three years:
Pharma SME (team size: 55 PAX, revenue: $20M ARR).
German research organization in the Pharmaceuticals segment wanted to operate in the US market.
Lead a multi-functional engagement team of 5 people including CFO, Sales Manager, Marketing Manager, and client analysts.
Conduct market analysis, including extensive data analysis, to determine the market potential of each segment the client could serve and the client's relative competitiveness in those segments.
Develop go-to-market strategy based on prioritized list of target customers (pipeline), including capacity and capability requirements to capture this market potential.
Develop the growth strategy that would enable the client's organization to realize the market potential identified in the market analysis.
Creation of a business plan of the business case that the client could then use to secure the financing needed to implement the above launch and growth strategy.
Fivefold increase in the sales pipeline
Immediately operationalizable sales approach, including value proposition, sales channels and marketing materials, including key messages to reach identified market potential, customized to U.S. audience.
Clear view of capacity and capability gaps that need to be closed to implement the above sales concept, including concrete ROI of this investment.
CEO: "Their approach to creating the analytical basis for informed decisions was methodical, pragmatic and effective. From leveraging existing expertise, to integrating with and leading the team, to planning and executing the tools and analysis. Her business acumen and functional expertise were evident every step of the way."
Startup in the aerospace segment (team size: 30 PAX, funding: YCombinator and NASA)
The NASA- and YCombinator-funded electric regional passenger jet startup had developed a motor for its revolutionary electric jet and wanted to quickly generate revenue from that motor while the rest of the jet was being developed.
Conduct a market analysis to determine which industry customers would benefit most from the new electric motor given the unique selling points of the client's electric motor and the alternatives available.
Develop a go-to-market strategy based on the prioritized target customer list (pipeline).
Identifying and contacting decision makers at target customers. Thereby building a robust pipeline.
Fine-tune the value proposition, including any necessary technical adjustments to potential customers.
Support contract negotiations.
First sales for a new deep-tech product in new markets.
Transfer of insights gained from the customer discovery/development phase into a sales roadmap as a prerequisite for systematic scaling of sales.
CEO: "They were able to quickly identify promising target applications, make the right contacts with high-level decision makers, and manage the deal flow."
Profit center of a leading aerospace group (team size: ~60 PAX, revenue: ~$50M)
Blue chip aerospace group wanted to ensure continuity and improved profitability of a subsidiary focused on Maintenance, Repair, and Overhaul (MRO) by optimizing international sales after the former department head retired.
Conducting an analysis of the European and US markets to review positioning incl. fine-tuning the "Unique Selling Points" (USP).
Update go-to-market strategy and marketing materials based on re-prioritized target segments and updated USP including distribution channels via industry conferences, multipliers, targeted advertising campaigns and direct outreach.
Improve internal processes to reliably ensure USP.
Renegotiation of long-term contracts to reflect increasing demand and updated pricing structure.
Managing Director: "The team ensures results through true entrepreneurial spirit and a clear, result-oriented and innovative vision. Their remarkable combination of analytical skills and multicultural competence, as well as their high level of interpersonal skills, create a good and positive working atmosphere among all business partners involved ."
PropTech Startup (Team size: 20 PAX, Funding: $10M).
Family office with a strong focus on PropTech sector wanted to expand proprietary deal flow of investment properties and broaden the range of possible exit strategies for each deal.
Conduct a market analysis to determine optimal buyer segments and their buying criteria.
Fine-tune value proposition for both buy-side and sell-side stakeholders.
Development of an acquisition and sales concept.
Establish processes and tool architecture to effectively reach target sellers and buyers.
Established a 5-person sales team to handle increased volume.
Tripling of transaction volume by number of properties acquired and sold.
UHNW individual and founder/ investor/ CEO of several portfolio companies: Written reference in progress. Happy to provide contact information for direct inquiries upon request.