In part one, I talked about the second Sales Leadership Ireland meet up on Monday and the wonderful dialogue that resulted…….So on to Tuesday.

Tuesday: The International Partnership – International Success for Tech Companies.

These were two events (morning and afternoon) organised by myself, Donagh Kiernan of Maidsfield Associates and Dave Brock of Partners of Excellence to kick off our three-way International Partnership.

First up on the day was Kevin O Leary, CEO of QUMAS, an Irish company that provides compliance management software to the world’s leading blue chip companies. Kevin is an inspiring and charismatic presenter, and his story is one of continued success.

As part of his unique and engaging presentation, Kevin waked us through the actual pipeline of the business. He talked about why hiring a capable and analytical sales manager was a critical component of their success.

QUMAS have grown their business substantially in a very short space of time through strategic global partnerships. It’s a wonderful success story and Kevin was very kind in sharing his insights and learning with us, an entirely captivated audience throughout.

Next up was Donagh Kiernan who has worked closely with Kevin over the years in identifying the right fit International partners. Taking us through his step by step process, he talked about how he researches and creates the ecosystem of the particular market. While Donagh’s methods may be scientific, he stressed why instinct is still an important factor in arriving at a decision. It was an insightful presentation from Donagh that complimented Kevin’s earlier delivery.

Our third and final presentation was from Dave Brock, this would be Dave’s second of three presentations in only two days. Dave brought a truly global perspective, his IBM background, his experience as an investor in software companies and his huge consulting experience with his firm Partners in Excellence.

Dave has worked with the virtually every player of the global tech landscape, his experience shining through as he talked about the different strategies he implemented over the years. He talked about how it is possible for a big company to love a smaller one to death, the pesky details that can wreck International relationships and which strategy you employ really depends on a great many factors.

All three presentations were interoperable in nature and the questions and dialogue from those that attended was intelligent and though provoking. The Irish tech sector appears to me to be in many good hands.

Because of the level of interest in this event, we had to run an additional session in the afternoon. This proved equally engaging but more on that in part three.

The international business landscape is a scary place but for the vast majority of Irish businesses it sooner or later becomes the only place. Let us make no mistake, the speed at which our economy recovers is tied in no small way to us regaining our abilities to successfully internationalise our products and services.

International investment will continue because we offer competitive corporate taxation, an English speaking and skilled workforce and a gateway into Europe.

We previously have enjoyed massive US backing but with so many emerging economies, huge new markets and globalisation, we cannot seriously expect this to continue.

Ireland is entering a brave new world, one with massive potential but one where global competition is fierce.

The new kingpin on this global block is called Speed. The pace at which opportunities will arise and be taken will be breath taking. Learning from mistakes is allowed so long as they are not your mistakes. It is about getting things done rather than talking about doing it. We are entering into an end game where results matter more than theory.

So what defining abilities will Irish businesses need to successfully internationalise?

My good friend Dave Brock talks about 4 and I agree.

Capability

Process

Capacity

Experience

Ok, these may mean slightly different things to an individual business but take away any one and the result is the same. You could say mistakes and to a large extend you would be right but the real killer in my opinion is pace or indeed lack of.

Waiting around to get it right means you risk losing the opportunity altogether.

The major advantage smaller businesses have over larger businesses is in their ability to make decisions and change quickly.

This principle could be equally well applied to countries and their respective economies. There is no reason why Ireland shouldn’t possess the ability to move fast. In fact, in my opinion a pair of fleeting feet should become a cornerstone in which our new economy is built.

With this is mind, I invite you to our Irish Software Internationalisation Events on the 29^th of Sept morning and afternoon. These are about giving Irish businesses the Capability, Process, Capacity, and Experience to Internationalise. It’s about results, it’s about speed…………Prepare to put the boot down.

Btb Guest Author

Donagh Kiernan

With Ireland being such a small market, many start-up software companies start with internationalisation in their plans. Many make moves internationally too soon or with too little knowledge and experience of making their business a success in their initial markets. I’m not referring to any lack of business knowledge or experience of the management team, but to the fact that it takes time for businesses to learn what really works for the business.

Many successful international Irish CEOs would give some variations on this advice about going international:

1. Understand what it is to sell and deliver your offering in your initial market first before considering going international.

The challenges in doing business in a new market are sufficient enough without having to learn the basic lessons in how to communicate, sell, deliver and support your offerings as well. You need to be building on the strong track record of your initial market to be credible in your first internationally market. You should really know your Value Proposition for your target market.

2. The business should understand its key business processes.

I’m not talking about becoming over corporate or bureaucratic but simply that everyone in the business has the same understanding of how things are done. When it gets busy, does your business operate efficiently through a series of processes or does it over depend on too few people?

3. Do you really know your target international market?

Is the buyer’s ‘Customer Journey’ the same as in your initial market? Do buyers value the same things? Does the competitive landscape in this market negate your current Value Proposition? Do a ‘Value Map’ with the market’s buying criteria comparing you against your competitors for your specific target market. Validate your assessment with prospective clients in your new market, as market research.

4. Leverage of your existing customers successes.

Can some or one of your existing customers bring you into your target international market? Do they have a sister or associate company that they could refer you into? Gaining a reference customer in the market is great start.

5. Focus on getting your beach-head customer so limit the number of target customers to get started.

Don’t go chasing 20 prospective target customers to get started. It takes time to understand the needs of 20 companies and build relationships with the decision makers. It’s better to really focus on the ones that you know you can deliver real value to and make it easy for them to buy. Get a little business from them and then build on it. Meanwhile don’t lose focus on continuing to build success in your initial market.

6. A local presence in the market is not always necessary but helps.

It depends on your product or service on whether you need a local team to sell, deliver or support your offering. This could be achieved with local support partners who are also gaining business from the sale. There are many different types of partners that might suit; it depends on your business. The selection of the right type and best-fit partners is a key component of what Maidsfield offer in its services to Irish software companies.

7. Should you Sell Direct or through Partners?

Selling direct is faster, more expensive and of greater risk. Going through Partners is slower, mush less expensive and much more cautious, as long as you pick the right partners to suit your business objectives. A hybrid model would be you sell direct with the support of a local support partner, thereby you get the local knowledge and maybe delivery and after sales support from the partner but you bring the domain expertise to close the sale. Maidsfield provide services in identifying and opening doors with the best-fit partners for your business.

There are many variations within the points above depending on your particular business but the principle are basically the same.

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Donagh Kiernan is the founder of Maidsfield Associates, a business development consulting company providing services to established internationally focussed technology companies. He has 20 years experience in working in, owning, driving and delivering results with international focussed Irish technology companies. In 2007/2008 Donagh was selected by Enterprise Ireland as one of 32 Irish business leaders to participate in a year long “Leadership for Growth Programme” for globally focused business leaders delivered by the prestigious Stanford University in California. He is an active contributor to Irish Technology industry development organisations through it@cork, NSC Campus, Irish Software Association, CIT Alumni and on Enterprise Ireland initiatives.

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