We provide our services, as a rule, on the basis of the agency fee, which is calculated as a percentage of the value of the goods.
Organization of sales in Europe and Asia
Our services are aimed at companies who want to optimize their sales.
Effective sales in Europe and Asia
You want to sell your products in the EU and Asia?
For many companies in the European and Asian market it remains a desirable goal to withdraw their products. On the way to the cherished goal of enterprises face serious obstacles, such as language barriers, lack of knowledge of the legal nuances, complexity of export transactions.
We offer our clients specific measures to enter the European and Asian markets, and improve the position in the international competition. We provide services to companies in the field of exports and the implementation of innovative and high-tech products. Our main customers are medium-sized industrial enterprises specializing in the production of innovative products.
Our team of experienced sales managers, specializing in the organization of direct sales in the EU and Asia, will help you in organizing effective marketing of your company products. We offer customized solutions to optimize the sales process, ensuring high profitability in the long term.
Our services are aimed at companies who want to optimize their sales.
- Careful market and competition analysis
- Qualified sales management
- Building distribution channels
- Technical and legal translation services
- Advice on all matters of foreign trade
- Certification and obtaining permits
- Customs clearance
- Currency control
- Foreign credit
- Tax registration and VAT return
At your request we can fully assume all the responsibilities for the sale and export of products of your company. FEA Outsourcing is one of the main directions of our activity.
- Organization of sales in Europe and Asia
- Transparency of all procedures
- Measurable results
- Calculated and limited risk
MAIN COMPONENTS OF SALES ORGANIZATION
In sales forces of any size, changing the sales organization structure is an uphill battle. Structure relates to the organization of selling at the company, including sales compensation, territory design, account and lead assignments, and more.
Too often we see companies with sub-par structures and leaders who are unwilling to change.
Leaders who are willing to do what it takes to optimize sales structure have better odds of achieving Elite and Top Performance.
For example, consider account and lead assignment. In our Top-Performing Sales Organization research, we found that only 36% of The Rest agree that accounts are assigned to the people best suited to succeed with them versus 77% of Elite Performers, and 60% of Top Performers.
In other words, nearly two-thirds of The Rest do not agree accounts are handled by the right people. And The Rest represent 80% of all respondents.
Some accounts may have been sourced and built by a particular seller. Let’s assume that an account represents $1m in revenue. However, as the years have progressed, it should now be $10m in revenue, and this account owner is not suited to grow it. Redistributing the account away from the person who sourced and managed it for years is not a decision to be made lightly. While it’s understandable why accounts are sometimes led by people not up to the task, it doesn’t make it a good business practice. Leaders must have the courage to make the change if it’s best for the business.
When we analyze sales structures, we tend to study the following four components:
Sales Force Structure
Territory, Account, and Lead Assignment
Leaders must decide how they will structure their sales force to capture maximum revenue and margin. Direct sales force? Channels? Inside/outside sales hybrid? Something else?
They also need to design the roles, including defining what sellers are supposed to produce in each role.
It’s also critical to think about sales force structure in light of the rest of the organization. How will they partner with marketing?
This is a topic near and dear to everyone’s heart. Leaders love to jump to sales compensation to fix their problems. While it’s certainly a factor in sales force effectiveness, it’s just one. Still, compensation has a major effect on who you can hire, who stays, what sellers do (and don’t do) on the job, their levels of motivation, and more.
The idea for most sales organizations is to capture all available profitable revenue from the market. The challenge is few sales organizations have the footprint to cover all available buyers. Leaders must apportion territories to help sellers find and win as much profitable business as possible.
It’s not as simple as assigning geographies, however. When it comes to territory design, leaders must consider industry, expertise areas, approach to strategic accounts, competition, and more.
The charge here is simply this: getting the right people assigned to the right territories, accounts, and leads, who can deliver the most value and have the greatest success. This one might seem simple, but it’s one of the greatest challenges sales leaders face.
ORGANIZATION & CAPABILITIES
Working with clients to build capabilities that help them grow and sustain high-performing organizations.
We clarify the role of marketing and sales within a company and then help design the organizational structure that best supports that function. We also help clients organize for digital leadership so that they can adapt and succeed in an increasingly digital world. To sustain success, we build the client’s institutional skills.
Each of these transformational elements is a challenge in its own right. Since 2006 we have helped more than 50 Fortune 100 companies attain substantial and sustained impact on growth and margins through marketing and sales transformations.
Our work helps clients come to grips with the most difficult issues and questions relating to commercial transformations such as becoming more customer-centric; establishing structures and processes to better link marketing with the rest of the business; boosting efficiency and effectiveness; and capitalizing on emerging market and digital marketing opportunities. Our outside perspective helps provide unbiased viewpoints, and our collaborative style helps minimize potential conflict.
Our experience conducting complex marketing and sales transformations helps clients get things in the right order, fund the project as they go along, and build the capabilities they need in a coordinated and sustainable way. Our rigorous analysis is grounded in detailed performance metrics that link back to the company’s financial and management system. We collaborate with clients in four primary ways:
- Clarifying the role of marketing and sales. We determine what role marketing and sales plays within the organization before helping evaluate how best to link it with other areas of the business to achieve strategic goals. After assessing which of the company’s activities should be “housed” in the marketing group—and which elsewhere—we help define the CMO and other key roles accordingly.
- Taking marketing “beyond the marketers”. We work with clients to energize the entire organization—from finance to operations—to engage their customers across proliferating media and interactive channels within the rapid time cycles digital media demands.
- Designing the optimal organizational model for marketing. We help companies design and structure their marketing organizations to best support the strategic objectives of the business as a whole. We enable better efficiency and performance by identifying and either repurposing or discarding less essential activities. Collaborating with our clients, we help build clear understanding of what marketing “owns”—and which activities reside elsewhere in the business.
- Building capabilities for performance. We help clients build institutional skills grounded in the right behavioral, management, and technical systems, and help drive change at the front line, working collaboratively at all levels and across all functions of the organization, including more traditionally skeptical constituencies, such as front-line sales.
A “Role of marketing” workshop helps senior leadership assess what level and specific role marketing should play in driving their business, from simply stewarding the corporate brand to playing the central role in all key brand and business decisions.
- A marketing and sales organization design workshop helps clients address difficult trade-offs—central versus local governance and control; in-house versus partnered capabilities; shared or distributed services; etc.—while attending to key integration points with the broader business.
- Marketing and sales transformation training modules clarify roles, responsibilities, and core processes for the leadership and front line of each marketing sub-function (e.g., key account management, strategic planning, pricing, and consumer insights).
- The Marketing 360 Benchmarking Tool provides a comprehensive benchmarking database of cost and headcount facts and statistics. The capability also provides a spend allocation and performance survey illuminating the purpose and effectiveness of current marketing spend; structured interviews assessing operating practices across seven drivers of marketing and sales performance; and a marketing capability assessment establishing the current capability level of the organization.
- M&S-Matics is a unique modular approach to boost the performance of the marketing and sales teams of B2B companies. It offers an integrated set of analytical tools and expert support to assess, frame, and refocus capabilities.
- helped a media company stem rapid market-share erosion by working with its marketing group to emphasize customer retention, resulting in a 3–5 percent increase in retention rate in its highest priority customer segments
- collaborated with a global pharmaceutical company to transform marketing capabilities and sales execution at the local level. This effort led to improved brand positioning, a dramatic turnaround in sales, and an approximately three point gain in market share
- worked with a global electronics company to transition from an engineering- to a consumer-driven culture by designing and deploying new marketing and sales functions in local markets
- helped a leading high-tech firm to upgrade top talent, redesign core decision rights, and hire a topflight CMO who would report directly to the CEO
Today product certification is mandatory in the European Union and Asia. Products delivered to European Union markets, must comply with the applicable EU quality standards and be safe for consumers, animals, property and the environment.
For trade products in Asia, you will need to issue the certificate of origin – is a document which confirms that the product has been manufactured or processed (fully or partially) on the territory of the country of manufacture.
We will help you to carry out the export of goods from the CIS and will render services in support of the export transaction, a feasible DDP supply if necessary. In the case of DDP deliveries, our company takes care of all the risks associated with the organization of the export of goods from all over the CIS and hold customs clearance of goods as an importer. When your client DDP delivery exempt from customs clearance of goods in customs and tax authorities.