Gateway to European market and consumers

When looking for growth and business opportunities or when considering to establish your presence in The Netherlands or Benelux, or entering the multi- lingual and – cultural EU MARKET, you require information on many different topics. SOMMOS, located close to Rotterdam, biggest port in Europe and gateway to Europe, facilitates your entry...read more onless http://lnkd.in/dMQF2EF

Essentials of Business Development

Business development is the creation of long-term value for organizations, customers, markets and relationships. 

Long Term Sustainable Value

Value for an organization is more than just assets, revenue or shareholders value. It is indeed about the revenue, but other elements such as human capital, knowledge, prestige, image, business relationships and society involvement/social responsibility are included. Long term is related to a strategic approach in order to identify ongoing future opportunities, minimize risks, create flexible environment for success and be prepared for continuing changes.

Critical conditions and elements, area’s for success and the coherence between them and disciplines within the organization are determinative.

Value Propositions:

•    What need do you deliver to the customer and what is the value it represents?

•    What is the solution for the client’s need and how do they differentiate?

•    Which mix of solutions (products, services, attitudes & behaviour) are applicable to create value?

•    Which spinoff will it create for (all) stakeholders within the relationships circle?

Revenue Streams:

•    What is the ratio between the value and investment/cost?

•    What is the ROI and SROI (social((return of investment))?

•    What is the portfolio’s contribution revenue model?

•    How is the internal (cost) and external revenue monitoring defined?

•    What is the internal return within the organization.

Customers

Are they willing to invest in the products and services you offer now and tomorrow? Without them you don’t have any business to develop. But not everyone is a customer for your business. Business developers need to solve the following challenges:

•    Where and how do you get, keep and grow customers?

•    What is their development and behavior?

•    How do you identify their needs?

•    For whom are you creating value?

•    What is the impact?

•    Through which channels do you reach them?

•    Which channels are most cost-efficient?

Markets

Customers belong to specific markets. You can segment your markets and customers by geography, by industry, by demographics or lifestyle. Identifying opportunities to reach new customers by entering into new markets and niches is a key activity for business developers. Redefine and adjust your market portfolio and value propositions.

Business developers need to solve the following issues:

•    What are the major players and stakeholders?

•    Who are your most important customers per market?

•    What are the customer archetypes per market?

•    Through which channels do you reach our markets?

•    Which channels are most cost-efficient?

•    Which innovations and trends are applicable?

•    Macro environment?

Relationships

Last but not least, relationships with all stakeholders are fundamental to enable the flow of value for the long term. Internal and external, direct and indirect relationships e.g. with business partners, suppliers, customers, employees, shareholders, competition, society, etc.. The key effort is building, managing and leveraging trust, respect and a mutual appreciation of each other’s value which is critical to your overall success.

Business developers need to address the following topics:

•    How is the circle of relationships and circle of influence?

•    Who are key partners?

•    Who are the most important clients, 80/20 rules and DMU?

•    Who are the (key and sub) suppliers and how is the procurement chain?

•    Which resources does the value propositions require?

Business development is a challenging and fascinating discipline that deserves a clear understanding. Based on SWOT and insights every organization has the opportunity to grow.

After nearly 20 years working in various business development areas I’m still passionate about its impact on results for companies and society provided it fits in the strategic and operational level of the organization. 

And remember that if you don’t have the appropriate development knowledge and skills, I can help you to develop, implement and uncover new commercial opportunities. Innovation is not just about technology, systems, processes, lean management or WCM. It is the coherence between all elements based on critical factors for success including commercial innovation.

Get connected to the solutions you need by allowing  me the honor of aiding, coaching and/or managing key services for best success!!

Commercial Innovation needed!!!

Commercial Innovation needed!!! In zeker 70% van de gevallen werken MARKETING en SALES niet MET elkaar maar TEGEN elkaar. Zo claimt sales bijv.  dat leads vanuit marketing waardeloos zijn, marketing niets begrijpt van de individuele klant en de persoonlijke relatie terwijl marketing de "wetenschap" van de markt juist claimt! Daarenboven leiden technologische- en externe (wereldwijde) ontwikkelingen tot grote veranderingen in industrieën, markt, behoeften en consumenten gedrag.

Ook binnen de andere management disciplines en onderlinge samenwerking zien we onvoldoende coöperatie o.b.v. belangen en derhalve onevenwichtigheid tussen de driepoot financiën, commercie (sales, marketing, communicatie) en productie (techniek,logistiek). Tenslotte de rol van management/bestuurders en leiderschap die vele vormen kent, zowel qua inhoud als uitvoering, en, inherent aan de ontwikkelingen, andere vaardigheden en gedrag vereisen.

Door inventarisatie en optimalisatie van de samenhang van kritische succesbepalende factoren en voorwaarden helpt SOMMOS de commerciële organisatie (sales, marketing, communicatie) naar het "next level"!

Gericht op het commercieel bedrijfseconomische en menselijke aspect op basis business & human analytics vindt kanteling  plaats door implementatie van innovatie sales & marketing workflow methodieken, samenwerking, houding en gedrag, individuele- en team performances. 

Op basis van business analytics, zowel binnen Sales & Marketing als de andere managementdisciplines komen we snel tot de kern  waarbij door middel van een integrale aanpak en synergetische besluitvorming er gewerkt wordt aan verbetering in performances, EBIT en loonsomrendement.  

Geinteresseerd? Varaag een vrijblijvend intake gesprek aan voor een gratis quick scan met

SOMMOS (i.s.m. Adsom gericht op ondersteuning als het gaat om integraal strategisch & operationeel management).

Aan strategie planning doen we liever niet!?

Over Strategie schrijft Wikipedia “ er bestaat geen eenduidige definitie van organisatie strategie” . Een veel gebruikte beschrijving is die van Chandler “ Strategie bepaalt de lange termijn doelen van de organisatie, maar ook de acties, middelen en mensen om de doelen te bereiken”.

Waarom hebben zo weinig organisaties een uitgewerkte Strategie? Goeie vraag!

Het antwoord dat veel ondernemers, directies en managers geven is simpel: “zij hebben geen strategisch plan , want het plan zit tussen de oren”. Blijkbaar leven we toch eerder en liever mee in de waan van de dag dan vooruitzien, vooruit werken, plannen maken en voorbereiden op de dag van morgen.

“Plannen komen toch niet uit, na een maand of wat moet je ze alweer veranderen” is een van de veel gehoord redenen. Naar het schijnt beschikt minder dan 7%  van ondernemingen in Nederland over een strategisch plan. Jammer, want naast het over het hoofd zien van mogelijke bedreigingen worden kansen ook niet gespot. En kansen pakken en mogelijkheden creëren willen we toch allemaal.

Het maken van plannen, korte -, middel -en lange termijn dwingt tot nadenken. het leidt tot sparren en spiegelen. Ingegeven door interne maar vooral externe ontwikkelingen, die leiden tot veelvuldige en ongoing veranderingen  moet je als individu ondernemend zijn …en dus vooruitkijkend ..voorbereidend op de dag van morgen…en dus plannen maken.

En niet in de vorm van een avondje plannen maken en strategie formuleren. Degenen die serieus met de toekomst bezig zijn  doen dat o.b.v. het verkrijgen van inzicht. O.a door scherpe analyse van ontwikkelingen, omstandigheden, competenties, expertises, markten, structuren, DNA, organisatie, etc. En door het sparren en spiegelen, benadering vanuit andere perspectieven en omdenken.

Vanuit het verkregen inzicht worden kansen en bedreigingen helder en kan e.e.a. uitgezet in speerpunten die vertaald worden naar doelen. Door vervolgens scenario planning en implementatie wordt pragmatisch toegewerkt naar de realisatie van de beoogde doelen.

En of het nu gaat om  de individuele carrière, afdelingsteam of organisatie, strategie is een diepgaand dialoog met jezelf, je omgeving, objectieve ervaringsdeskundigen en buitenstaanders, gericht op het bepalen en regisseren van de koers in de toekomst!

Commercial innovation

While market leaders such as Procter and Gamble, Unilever a.o. have acknowledged commercial innovation in their innovation frameworks, they often define it as innovations that use creative marketing, packaging, and promotional approaches to grow existing offerings.
SOMMOS definition of commercial innovation includes new product/market niches, aligned processes, better information flows; new business models, relationships and social innovation (solution slaes/connected marketing). When brought together with products and services these can often further leverage the innovation, creating differentiated offerings and having a significant impact on the organisation’s position in the market.

Through a quick scan analysis, scenario planning and an integrated approach SOMMOS quickly reaches the core. Pragmatic solutions to challenges aiming at sustainable improvement of performances in sales, output and outcome and EBITDA.

Managers Follow an Outdated Theory of Motivation

In a wide-ranging study of employee motivation, Harvard Business School professor T. Amabile and psychologist S. Kramer discovered that it’s not money, safety, security, or pressure that drives employees at work. It’s not the supposedly foundational needs in Maslow’s hierarchy.

The most important motivator for employees at work is what Amabile and Kramer call "the power of small wins": employees are highly productive and driven to do their best work when they feel as if they’re making progress every day toward a meaningful goal.

Managers thinking about employee motivation is fundamentally wrong. I say and practice with co-workers "do sweat the small stuff- it is all about the small stuff" ..."small is the new big" as " give is the new get" as "show is the new tell"!!

These principles are applicable in todays world of management in all disciplines. With strong focus on "development" you will have highly engaged employees and co-workers with “highlighted feeling autonomous and empowered, and a sense of responsibility and ownership belonging on/to their teams.”

Source W.Chen/CEO M.Kruysse/SOMMOS

Individual excellence in performance and team work

There was once a man who had three sons. Much to fathers chagrin the boys shared little in common. 
One day he asked them "bring me as many branches as you can carry". 
The boys ran into the woods to gather branches and each came back with a bunch of branches. He said "take any one branch now and try to break it". That is easy the boys said and they broke their sticks in half. "Now bind all of them with a rope together and try to break them again" 
They tried but the branches, that so easily could be broken separately, bound together were as strong as steel. "You see" their father said, "what you do with these poles can also happen to us. If you only look at yourself, you are vulnerable and you stand alone. Together we are strong and what applies to the poles, also applies to us".