Aexus opened a regional office in Amsterdam as part of its efforts to expand its operations and in line with Aexus’ ambition to serve its partners in the most optimal way. With the opening of the new office, Aexus is now present in 3 cities across Holland and Germany.
We are often asked which steps we are taking when engaging with a new vendor. How do we verify if a specific solution or technology is a good fit for the markets where we are active? Which information is required to create a meaningful joint business plan? How do we onboard our staff? And how can we optimize the initial lead generation and prospect penetration activities with / for our partner vendors?
Expanding into international markets? Going abroad with your business and finding clients outside of your home market can be challenging. Cultural differences, language issues, legal hurdles and the sheer physical distance with the prospects are preventing many tech and software companies to become active outside of their home turf. This can be for good reasons. But it can also be based on unrealistic fears, doubts and uncertainties. This checklist helps you to assess whether your company is ready to start up activities in new, uncharted territories.
Collaboration with Skymind Inc.
Today, Skymind Inc., the creator of Deep Learning 4 Java (DL4J), the largest open-source neural net library for the Java Virtual Machine (JVM), has joined forces with IT sales and business development firm Aexus BV. The collaboration aims to help European enterprises build in-house solutions for solving business problems with deep learning.
Qualifio is the most powerful online platform to create and publish viral interactions on websites, mobile apps and social networks. Within one year, Qualifio achieved a 50%+ market coverage in the Dutch publishing & media market.
One of the key challenges of CEO’s and VP’s of tech and software companies is to make their revenues more predictable. They need to ramp-up their sales teams, and build effective processes for prospecting and sales pipelines in order to be able to provide reliable revenue forecasts to investors and / or shareholders. An in-depth understanding of the strength of the sales funnel is crucial here. Obtaining such an understanding can be complicated, especially in enterprise sales situations, where several departments are involved and the decision making process can be opaque.
Related: 10 Questions to ask when selecting your sales outsourcing partner
We have developed a qualification checklist to help you analyze the strength of your funnel. It consist of 19 questions and is divided into 5 categories:
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You want to grow your company's business and accelerate sales. Not just in your home market, but internationally. Where you and your executives don’t know the culture or language. And where you don't have existing customers or even contacts yet.
Selecting the right partner for your market development activities is not easy. Sales and business development activities in a new territory are of strategic importance to your organization. Therefore, a sales outsourcing partner must be selected wisely and carefully. Here’s a list of questions you should ask in order to separate the wheat from the chaff.
Any company expanding internationally must take the target nation’s legal, regulatory, and cultural environment into consideration. Companies can thereby choose to build up their own sales force in the new, uncharted territory, or they can outsource (part of) the commercial activities to a specialized organization. Especially for suppliers of complex tech and software solutions, outsourcing the commercial activities may be an excellent choice or welcome addition to their international expansion plans for the reasons set out below.
“The European market” does not exist. Europe is a motley collection of countries and states, each with their own culture, language, history and oddities. For software and tech companies wishing to penetrate the European market, it is often difficult to determine where to begin. So what should be the starting point of your European market entry strategy?