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Sunday, July 09, 2006
Chief Networking Officer (CNO): the new executive
I have once written an article about CNO – Chief Networking Officer and debated if this position would be suitable for the new corporate world where long term relationships and win-win partnerships are gaining more and more importance on daily basis. I entitled myself Chief Networking Officer and created a new business – Net-bridges – offering services on
business networks coaching, training and executive networking events. In the meantime, I was very glad when I discovered that there are a growing number of professional CNOs worldwide. I decided to interview a pioneer in the field, Selma Prodanovic, CNO of brainswork™.
What was your previous experience before you become a CNO?
After studying international marketing, I worked in Headquarters for Central & Eastern Europe of worldwide advertising networks where I developed our offices but also coordinated the market entries of 25 different multinational clients in 15 countries. The most fascinating part of my work was to connect with individuals within the worldwide network, and locate transferable knowledge and experience on each specific client. By the way, one of my favourite contacts was in your home country Brazil.
Later on, my international work continued as I coordinated the work of film crews while shooting TV commercials for example in Venezuela, Germany, New Zealand and South Africa at the same time. But I also worked in investment consulting, teaching, training, lecturing, strategic marketing consulting and communications. In short, after 15 years of new business development I started my own business end of 2003.
What motivated you to become a CNO? When/how did this happen?
I am a passionate networker and I am personally devoted to progress achieved through networking and brainsworking.
I lived in several countries in Europe and Africa, and was educated in four different educational systems, so while moving from one country to another, I had to learn already as a child, how important social networking was, especially when starting from scratch.
The interest in networking started as a personal conviction – every one of us can make a positive difference, but it works best if we make our diversity connected – and later on it developed to be a professional and academic interest.
Also, I did not have a “straight” career. This seemed to be a disadvantage at one point because I did not fit in the already existing “boxes” but then I realized that exactly this diversity of
experiences and people I met, is my biggest asset and greatest strength. I enjoy connecting these various aspects of my life and business. My passion for networking culminated when I started brainswork™ the creative business development group now already working in three continents, and became Chief Networking Officer.
What´s your routine as CNO ?
I spend part of my day at the computer managing contacts and preparing content for clients, and the other lecturing in networks, meeting network members, or participating in networking events. I consult more than a dozen various networks worldwide, but also consult and coach
individuals and companies on how to profit from networking and to be more efficient. I am currently working on various research projects, developing a course on business networking with an international university, preparing a book, writing articles, or giving interviews as this one.
It is important to note that my primary business is new business development, and networking is on one hand a tool I use to efficiently and successfully reach my business goals, and on the other hand, simply my way of being.
What are your major networks today (please mention some industries and level of contacts, e,g., airlines and Marketing Directors)?
My network includes international top management and government officials but also contacts
I made in my kid’s kindergarten (which turned into fantastic business cooperation). I love the variety of my networks which gives me the freedom to choose both the people I work with and the projects I work on. In general this approach delivers top results which mean happy clients, who then lead to more recommendations, and more business… Although I have an international and very diverse network, and clients ranging from USA to Ukraine the majority of my contacts relates to the South-East of Europe, and to entrepreneurs especially in creative industries. I work with innovative technology start-ups, but also work on development strategies of cities and even countries.
How do your work with media?
An efficient relationship to the “mightiest” network is very important. I have direct and regular contact with a relatively small but selected number of journalists, opinion leaders. They need the information I have and I need the impact they can provide – a classical win:win networking relationship.
But today, working with the journalists is not enough. You also have to be aware of independent bloggers, and well connected network members; their number and power is growing. Even many
journalists use weblogs, blogs, or podcasts as sources of information or inspiration; not to mention the growing relevance of buzz marketing campaigns.
What is the profile of a CNO?
CNOs must have brainsworking skills. This means they have to be able to use their “networking intelligence”, their connected thinking skills, to share and create new knowledge with the goal to foster business development (which also includes personal development, creativity and innovation).
It is a person who facilitates and develops communication of all stakeholders. CNOs must have excellent people skills and entrepreneurial spirit.
How does a CNO aggregate value to his/her organization?
The CNO leads and facilitates the development of the social capital (social networks) of a company and works directly with the CEO. The facilitation of both tacit and implicit knowledge exchange, a higher level of brainsworking skills within the company, leads to higher and more efficient both individual and overall business performance. On corporate level it could mean: more turnover and less costs; more efficiency through synergy effects; easier new client acquisition / business development; better and longer client relationships; more efficient knowledge sharing & management with all stakeholders; higher intrapreneurship skills; more innovation and creativity; more positive and inspired environment; easier sharing of company values and building a sense of community; easier recruitment of high potentials; better reputation & image transfer on clients.
How well does the corporate market understand the CNO position today in Europe and worldwide?
Business today is more and more about people’s relations. The relationship a corporation has with their consumers in Europe will also influence the relationship this same corporation has with consumers in Brazil. Why? Because consumers talk to each other directly more and more, be it through weblogs, blogs, or on-line networks. This is a small world. The management far too often sees employees only as statistical data and forgets the individuals behind. We need to better understand people’s relations and realize the force behind it. We need professional
networking skills.
Let me give you an example. Imagine the quite, introvert employee in the last corner office, a good worker but with no power within the corporation. And now imagine this same person is a
5.000+ contacts networker within an online network. Due to technological advancement and the development of online networks, this is possible. If we assume that each person has a social network of 500 contacts (family, friends, school friends, former colleagues,..), your employee can reach 5.000 x 500 people! Imagine the power and the potential consequences.
Is CNO position getting popular in Europe and worldwide? What´s the trend?
Yes, it is gaining importance, and I am positive we will see an exponential raise of CNO is the next 3-5 years.
I started as CNO in 2004 and at that time it sounded a bit strange. Even in November 2005 at a Vienna Hub round table on networking with professional networkers like Bill Liao from OpenBC, I was the only CNO. In January 2006, OpenBC appointed a CNO, and today the number of
networks and companies relying on CNOs is growing. Exceptional networkers existed long before the internet, but the profession itself is developing only now.
Octavio Pitaluga
Net-bridges - http://www.net-bridges.com
Chief Networking Officer
business networks coaching, training and executive networking events. In the meantime, I was very glad when I discovered that there are a growing number of professional CNOs worldwide. I decided to interview a pioneer in the field, Selma Prodanovic, CNO of brainswork™.
What was your previous experience before you become a CNO?
After studying international marketing, I worked in Headquarters for Central & Eastern Europe of worldwide advertising networks where I developed our offices but also coordinated the market entries of 25 different multinational clients in 15 countries. The most fascinating part of my work was to connect with individuals within the worldwide network, and locate transferable knowledge and experience on each specific client. By the way, one of my favourite contacts was in your home country Brazil.
Later on, my international work continued as I coordinated the work of film crews while shooting TV commercials for example in Venezuela, Germany, New Zealand and South Africa at the same time. But I also worked in investment consulting, teaching, training, lecturing, strategic marketing consulting and communications. In short, after 15 years of new business development I started my own business end of 2003.
What motivated you to become a CNO? When/how did this happen?
I am a passionate networker and I am personally devoted to progress achieved through networking and brainsworking.
I lived in several countries in Europe and Africa, and was educated in four different educational systems, so while moving from one country to another, I had to learn already as a child, how important social networking was, especially when starting from scratch.
The interest in networking started as a personal conviction – every one of us can make a positive difference, but it works best if we make our diversity connected – and later on it developed to be a professional and academic interest.
Also, I did not have a “straight” career. This seemed to be a disadvantage at one point because I did not fit in the already existing “boxes” but then I realized that exactly this diversity of
experiences and people I met, is my biggest asset and greatest strength. I enjoy connecting these various aspects of my life and business. My passion for networking culminated when I started brainswork™ the creative business development group now already working in three continents, and became Chief Networking Officer.
What´s your routine as CNO ?
I spend part of my day at the computer managing contacts and preparing content for clients, and the other lecturing in networks, meeting network members, or participating in networking events. I consult more than a dozen various networks worldwide, but also consult and coach
individuals and companies on how to profit from networking and to be more efficient. I am currently working on various research projects, developing a course on business networking with an international university, preparing a book, writing articles, or giving interviews as this one.
It is important to note that my primary business is new business development, and networking is on one hand a tool I use to efficiently and successfully reach my business goals, and on the other hand, simply my way of being.
What are your major networks today (please mention some industries and level of contacts, e,g., airlines and Marketing Directors)?
My network includes international top management and government officials but also contacts
I made in my kid’s kindergarten (which turned into fantastic business cooperation). I love the variety of my networks which gives me the freedom to choose both the people I work with and the projects I work on. In general this approach delivers top results which mean happy clients, who then lead to more recommendations, and more business… Although I have an international and very diverse network, and clients ranging from USA to Ukraine the majority of my contacts relates to the South-East of Europe, and to entrepreneurs especially in creative industries. I work with innovative technology start-ups, but also work on development strategies of cities and even countries.
How do your work with media?
An efficient relationship to the “mightiest” network is very important. I have direct and regular contact with a relatively small but selected number of journalists, opinion leaders. They need the information I have and I need the impact they can provide – a classical win:win networking relationship.
But today, working with the journalists is not enough. You also have to be aware of independent bloggers, and well connected network members; their number and power is growing. Even many
journalists use weblogs, blogs, or podcasts as sources of information or inspiration; not to mention the growing relevance of buzz marketing campaigns.
What is the profile of a CNO?
CNOs must have brainsworking skills. This means they have to be able to use their “networking intelligence”, their connected thinking skills, to share and create new knowledge with the goal to foster business development (which also includes personal development, creativity and innovation).
It is a person who facilitates and develops communication of all stakeholders. CNOs must have excellent people skills and entrepreneurial spirit.
How does a CNO aggregate value to his/her organization?
The CNO leads and facilitates the development of the social capital (social networks) of a company and works directly with the CEO. The facilitation of both tacit and implicit knowledge exchange, a higher level of brainsworking skills within the company, leads to higher and more efficient both individual and overall business performance. On corporate level it could mean: more turnover and less costs; more efficiency through synergy effects; easier new client acquisition / business development; better and longer client relationships; more efficient knowledge sharing & management with all stakeholders; higher intrapreneurship skills; more innovation and creativity; more positive and inspired environment; easier sharing of company values and building a sense of community; easier recruitment of high potentials; better reputation & image transfer on clients.
How well does the corporate market understand the CNO position today in Europe and worldwide?
Business today is more and more about people’s relations. The relationship a corporation has with their consumers in Europe will also influence the relationship this same corporation has with consumers in Brazil. Why? Because consumers talk to each other directly more and more, be it through weblogs, blogs, or on-line networks. This is a small world. The management far too often sees employees only as statistical data and forgets the individuals behind. We need to better understand people’s relations and realize the force behind it. We need professional
networking skills.
Let me give you an example. Imagine the quite, introvert employee in the last corner office, a good worker but with no power within the corporation. And now imagine this same person is a
5.000+ contacts networker within an online network. Due to technological advancement and the development of online networks, this is possible. If we assume that each person has a social network of 500 contacts (family, friends, school friends, former colleagues,..), your employee can reach 5.000 x 500 people! Imagine the power and the potential consequences.
Is CNO position getting popular in Europe and worldwide? What´s the trend?
Yes, it is gaining importance, and I am positive we will see an exponential raise of CNO is the next 3-5 years.
I started as CNO in 2004 and at that time it sounded a bit strange. Even in November 2005 at a Vienna Hub round table on networking with professional networkers like Bill Liao from OpenBC, I was the only CNO. In January 2006, OpenBC appointed a CNO, and today the number of
networks and companies relying on CNOs is growing. Exceptional networkers existed long before the internet, but the profession itself is developing only now.
Octavio Pitaluga
Net-bridges - http://www.net-bridges.com
Chief Networking Officer
Chief Networking Officer / New position into corporate world ?
Article written in June 2005
Watching all these discussions about Networking Online Communities vs. the future of work, I wonder if there´s space for a Chief Networking Officer (CNO) position inside the corporate world.
If so, I would like to count on our collective intelligence in order to address some questions I have in mind:
1. Job description ?
2. Activities and responsabilities ?
3. Qualifications / Requirements ?
4. How would this professional be accountable for ? How could his/her performance be measured ?
5. How could he/she add value to the existing organization ? How would he/she make a difference among existing positions ?
6. Any potential friction with some other positions ?
Please feel free to add some relevant points.
Watching all these discussions about Networking Online Communities vs. the future of work, I wonder if there´s space for a Chief Networking Officer (CNO) position inside the corporate world.
If so, I would like to count on our collective intelligence in order to address some questions I have in mind:
1. Job description ?
2. Activities and responsabilities ?
3. Qualifications / Requirements ?
4. How would this professional be accountable for ? How could his/her performance be measured ?
5. How could he/she add value to the existing organization ? How would he/she make a difference among existing positions ?
6. Any potential friction with some other positions ?
Please feel free to add some relevant points.
Feed-back received + my own opinion
I am a strong believer in the collective intelligence and would like to thank all those who contributed to this blog. It´s clear that there is a disconnection between small business networking skills and the need to extend the same faculties for effective corporate internal/external marketing and communication - and the enabling technology tools are available right now. After considering so many and rich standpoints below, I would like to address those questions myself encompassing many of your views. I will assume that this CNO position ,or equivalent one, would be created inside corporations. I hope that we can refine it and reach a fair definition on what this position should be like for those corporations who think it would be worth to implement it.
1. Job description
The CNO should report directly to the CEO. The CNO must be a competent relationship strategist whose first mission will be to build trust among peers, subordinates, and clients. This should help reduce the sense of competition or competitiveness. The Chief Networking Officer should also be the Chief Trust Officer - no trust - no network. It will be about getting out of the way and letting creativity flow among peers.
Internally: The CNO should liaise with all other departments being aware of macro lines and general challenges happening inside the organization. The CNO should also work with IT in order to use a unique platform or a combination of a number of them available in the market in order to build this internal networking methodology/tool. Then, the CNO would have to work close with HR in Coaching employees about Networking and implement this networking methodology thourghout the organization. CNO would focus on human and social capital based inititiatives.
Externally: he/she should work directly with PR, Communications, Marketing, Sales, Business Development, International Business, Corporate Governance, and Investors Relations to mention a few.
The core issue here is PEOPLE. Whenever you have the human factor and related issues such as relationships, trust, long-term commitment involved, the CNO should be there as well. The CNO does not compete with anybody else. Conversely, he teams-up with all departments helping them to maximize their results developing health and trustworthy relations
Keep track of all relationships inside the company and between the company and outside partners/clients etc. His/her job is to make sure that everyone communicates on a regular basis, and to motivate people. Every company needs someone with people skills who can bring conflicting parties together or make sure that all parties are happy and informed.
2.Activities and responsabilities
The CNO would identify (a) complementarities, (b) synergies, (c) resonance and (d) leverage among all stakeholders and all contacts known by all members of that community of that so called internal network. As a consequence, it would generate a huge number of opportunities which should (or not) be pursued at a time and by a specific task force inside the organization.
The CNO would provide networking facilitation - getting people to talk, organise internal networking meetings, facilitate mouth-to-mouth knowledge sharing and intranet networking. The CNO would develop core business relationships: creating them, nurturing them, and maintaining them. She/he could make sure that people from the different organizations connect/ talk and that integration processes does not stop.
Coaching & Trainning employees to become serial networkers, collecting more contacts to the company. Coach employees to consider themselves self employed with one customer rather than a traditional style of employee mentality. Teaching the skills that small business owners .
Meeting stakeholders at a time you know is mutually convenient and seeking not to sell your services but to facilitate some aspects of their business and personal lives in which they feel more could be done or achieved.
In case of M&A, the CNO could feed the rest of the management with impressions on how the people side is developing and be the driver of benchmarking processes inside the merged company.
3. Qualifications / Requirements
Mid-senior level, general management experience, Entre/Intrapreneurial mindset, team building management, Knowledge management, business accelerator, opportunities connector, clearly identified with corporation core values, match-maker, leading by serving, business coach with strong focus on leadership and team management.
Hybrid technologist (groupware, intranet, unified messaging, collaborative software, concurrent engineering, middleware, knowledge repository etc) and commercial person (evangelist, salesperson, public speaker, presenter, visionary)
The CNO must be passionate for the company, its products, services, and people. Passion is the thing that attracts people. The Chief Networking Officer's primary role is attracting people to stay within the network. What attracts better than passion. Passion may attract, but thoughtful strategies, empathetic strategies will be the only think to retain people once they've been attracted by the CNO'S corporate passion
4. Accountability
There are many different ways to account a CNO per each specific action, event, campaign, public speech, you name it: new clients, shorten business cycles, clients retention rate, churn rate reduction, clients who were recovered from competitors.
5. CNO´s Unique Value Proposition
Chief Networking Officer should be in the business of adding value to the existing organization by developing stronger bonds among individuals and departments within the organization. The Chief Networking Officer should build the organization's net. Actually, he is a Business Coach serving all other departments simply because his/her job is to get the best of all stakeholders for their own mutual benefit.
The Chief Networking Officer's first priority should be to preemptively write and implement a friction reducing networking strategy for the organization as a whole as well as for its core/key relationships. Provided (a) there´s a clear support from CEO, (b) wide communication about CNO´s role and (c) medium-long term understanding of this position and what is planned to achieve and accomplish with people, there is no potential friction at sight. The buy-in from others is crucial otherwise, the CNO must face a lot of internal challenges.
Needless to say that like many other positions, the professional is the one who makes the difference not the position itself or the job description. A corporation may hire a CNO and not achieve the expected performance, which does not mean that the position should be erased but perhaps a more suitable candidate should be recruited instead.
May you hear of any organization who created a CNO position, please let me know. I am extremely interested in knowing about their experiences, learning and outcomes.
Thanks in advance for your positive contribution in this regard.
Octavio Pitaluga
Net-bridges - http://www.net-bridges.com
Chief Networking Officer
I am a strong believer in the collective intelligence and would like to thank all those who contributed to this blog. It´s clear that there is a disconnection between small business networking skills and the need to extend the same faculties for effective corporate internal/external marketing and communication - and the enabling technology tools are available right now. After considering so many and rich standpoints below, I would like to address those questions myself encompassing many of your views. I will assume that this CNO position ,or equivalent one, would be created inside corporations. I hope that we can refine it and reach a fair definition on what this position should be like for those corporations who think it would be worth to implement it.
1. Job description
The CNO should report directly to the CEO. The CNO must be a competent relationship strategist whose first mission will be to build trust among peers, subordinates, and clients. This should help reduce the sense of competition or competitiveness. The Chief Networking Officer should also be the Chief Trust Officer - no trust - no network. It will be about getting out of the way and letting creativity flow among peers.
Internally: The CNO should liaise with all other departments being aware of macro lines and general challenges happening inside the organization. The CNO should also work with IT in order to use a unique platform or a combination of a number of them available in the market in order to build this internal networking methodology/tool. Then, the CNO would have to work close with HR in Coaching employees about Networking and implement this networking methodology thourghout the organization. CNO would focus on human and social capital based inititiatives.
Externally: he/she should work directly with PR, Communications, Marketing, Sales, Business Development, International Business, Corporate Governance, and Investors Relations to mention a few.
The core issue here is PEOPLE. Whenever you have the human factor and related issues such as relationships, trust, long-term commitment involved, the CNO should be there as well. The CNO does not compete with anybody else. Conversely, he teams-up with all departments helping them to maximize their results developing health and trustworthy relations
Keep track of all relationships inside the company and between the company and outside partners/clients etc. His/her job is to make sure that everyone communicates on a regular basis, and to motivate people. Every company needs someone with people skills who can bring conflicting parties together or make sure that all parties are happy and informed.
2.Activities and responsabilities
The CNO would identify (a) complementarities, (b) synergies, (c) resonance and (d) leverage among all stakeholders and all contacts known by all members of that community of that so called internal network. As a consequence, it would generate a huge number of opportunities which should (or not) be pursued at a time and by a specific task force inside the organization.
The CNO would provide networking facilitation - getting people to talk, organise internal networking meetings, facilitate mouth-to-mouth knowledge sharing and intranet networking. The CNO would develop core business relationships: creating them, nurturing them, and maintaining them. She/he could make sure that people from the different organizations connect/ talk and that integration processes does not stop.
Coaching & Trainning employees to become serial networkers, collecting more contacts to the company. Coach employees to consider themselves self employed with one customer rather than a traditional style of employee mentality. Teaching the skills that small business owners .
Meeting stakeholders at a time you know is mutually convenient and seeking not to sell your services but to facilitate some aspects of their business and personal lives in which they feel more could be done or achieved.
In case of M&A, the CNO could feed the rest of the management with impressions on how the people side is developing and be the driver of benchmarking processes inside the merged company.
3. Qualifications / Requirements
Mid-senior level, general management experience, Entre/Intrapreneurial mindset, team building management, Knowledge management, business accelerator, opportunities connector, clearly identified with corporation core values, match-maker, leading by serving, business coach with strong focus on leadership and team management.
Hybrid technologist (groupware, intranet, unified messaging, collaborative software, concurrent engineering, middleware, knowledge repository etc) and commercial person (evangelist, salesperson, public speaker, presenter, visionary)
The CNO must be passionate for the company, its products, services, and people. Passion is the thing that attracts people. The Chief Networking Officer's primary role is attracting people to stay within the network. What attracts better than passion. Passion may attract, but thoughtful strategies, empathetic strategies will be the only think to retain people once they've been attracted by the CNO'S corporate passion
4. Accountability
There are many different ways to account a CNO per each specific action, event, campaign, public speech, you name it: new clients, shorten business cycles, clients retention rate, churn rate reduction, clients who were recovered from competitors.
5. CNO´s Unique Value Proposition
Chief Networking Officer should be in the business of adding value to the existing organization by developing stronger bonds among individuals and departments within the organization. The Chief Networking Officer should build the organization's net. Actually, he is a Business Coach serving all other departments simply because his/her job is to get the best of all stakeholders for their own mutual benefit.
The Chief Networking Officer's first priority should be to preemptively write and implement a friction reducing networking strategy for the organization as a whole as well as for its core/key relationships. Provided (a) there´s a clear support from CEO, (b) wide communication about CNO´s role and (c) medium-long term understanding of this position and what is planned to achieve and accomplish with people, there is no potential friction at sight. The buy-in from others is crucial otherwise, the CNO must face a lot of internal challenges.
Needless to say that like many other positions, the professional is the one who makes the difference not the position itself or the job description. A corporation may hire a CNO and not achieve the expected performance, which does not mean that the position should be erased but perhaps a more suitable candidate should be recruited instead.
May you hear of any organization who created a CNO position, please let me know. I am extremely interested in knowing about their experiences, learning and outcomes.
Thanks in advance for your positive contribution in this regard.
Octavio Pitaluga
Net-bridges - http://www.net-bridges.com
Chief Networking Officer
Tuesday, November 15, 2005
Summary: Trip to Europe in Sep/Oct, 2005
I have been developing a strong presence in the major online business networking platforms for 21 months so far. Based on this activity, I have recently returned from a two-week business trip in Europe. I can summarize this experience as follows:
1. Started planning: Feb, 2005
2. Starting point: Celebration of 5-year MBA Graduation at RSM Erasmus University on 23-25 September
3. Period: Sep 21st- Out 08th, 2005
4. Countries: Holland, Belgium and England (in this order)
5. Presentations: two (Rotterdam/NL and Mechelen/BE) on how to make businesses with Brazil and introduction of business opportunities related to international business coaching, IT outsourcing, VIP networking, ecological product and Brazilian music. Please check testimonies and photos.
6. Audience: 20 and 35 people in Holland and Belgium respectively
7. Network: besides RSM´s MBA Alumni network, the great majority of my contacts was a result of my intensive online networking activities. I apply a methodology described in my article "My 12-18 month Online Networking Experience"
8. Networking events: seven in total, being, two of them in Holland, one in Belgium and four in England.
9. Received x distributed cards: 180 x 250
10. Governmental support in Brazil: none although I have looked for support from public institutions, e.g., Ministries, Agencies and etc...
11. Governmental support abroad: Great. I was welcome by Brazilian Embassies in Holland and England.
12. Private support in Brazil: limited, only one company supported my initiative.
13. Budget: super limited. However, I spent only 75% of it.
14. Access to investment capital: identification of two potential partners: One of them possesses 40 million Euros for investments in various projects. Another one is interested in non European companies willing to have a local partner to setup a European Ltd that they run. After x-years, the Brazilian partner can buy the remaining shares from these European partners.
15. Identified opportunities:
Conclusions:
My online networking methodology has proved to be highly efficient justifying all my investment of time in developing this ability. By the way, it is accessible to all the interested parties. Without the support of my international network, this trip would never have reached such a success with so limited budget.
For those who are outside the governmental sphere and not working for big companies, the Brazilian and European business world is not so well known. Normally, Brazilian companies focus on the American market due to some main factors: (a) only one new language is needed versus the necessity to know many more languages, (b) American Chamber´s strong presence in Brazil versus absence of a said "Pan-European Chamber" and of the need to talk to various independent European entities, (c) The US also offers a strong consuming market and (d) the lack of resources (financial and human) to act in diverse fronts at the same time. In addition, our knowledge of the European market in general is very limited.
Europeans have great interest in increasing their partnerships with Brazilian companies. However, the language barrier and the limited knowledge of trustworthy partners in Brazil, lead Europeans be rather cautious than active. How to overcome this point?
If we analyze that Roger Hamilton´s wealth formula = value X leverage, we perceive that the richest countries reach a higher punctuation in these two points. Thus, they possess a bigger commercial identification among themselves in which a solid confidence between all involved parties allows them to conclude bigger businesses and faster resulting in their increasing wealth and development.
The value part can be express in relation: (1) leadership, (2) time, (3) mutual professional respect, (4) knowledge technician, (5) education, (6) creativity, (7) commercial pro-activity, (8) delivery in the stated period, (9) fulfillment, (10) branding (11) products and services´value aggregation while maintaining competitiveness in terms of price and quality.
The leverage part can be represented by (1) network and one´s presence within it, (2) effective international presence, (3) intensive use of all communication channels with clients besides strong Internet presence and use of technological tools, (4) presencial and virtual localization and (5) ability to convey a customized message in diverse languages can summarize this point.
The combination of these factors generates the required confidence so that the businesses and wealth can be created as a result of it. Economies of skills prevailing over economies of scale. The most interesting is that everything is rather related to soft skills than to hard ones. Soft skills can be developed through a solid methodology since business people is fully committed to reach their goals. Therefore, before the Brazilian companies move internationally, they need to align themselves with their richer cousins in terms of this wealth formula. Then, we will be literally "speaking the same language" independently of the actual language that will be used in the dialogue.
1. Started planning: Feb, 2005
2. Starting point: Celebration of 5-year MBA Graduation at RSM Erasmus University on 23-25 September
3. Period: Sep 21st- Out 08th, 2005
4. Countries: Holland, Belgium and England (in this order)
5. Presentations: two (Rotterdam/NL and Mechelen/BE) on how to make businesses with Brazil and introduction of business opportunities related to international business coaching, IT outsourcing, VIP networking, ecological product and Brazilian music. Please check testimonies and photos.
6. Audience: 20 and 35 people in Holland and Belgium respectively
7. Network: besides RSM´s MBA Alumni network, the great majority of my contacts was a result of my intensive online networking activities. I apply a methodology described in my article "My 12-18 month Online Networking Experience"
8. Networking events: seven in total, being, two of them in Holland, one in Belgium and four in England.
9. Received x distributed cards: 180 x 250
10. Governmental support in Brazil: none although I have looked for support from public institutions, e.g., Ministries, Agencies and etc...
11. Governmental support abroad: Great. I was welcome by Brazilian Embassies in Holland and England.
12. Private support in Brazil: limited, only one company supported my initiative.
13. Budget: super limited. However, I spent only 75% of it.
14. Access to investment capital: identification of two potential partners: One of them possesses 40 million Euros for investments in various projects. Another one is interested in non European companies willing to have a local partner to setup a European Ltd that they run. After x-years, the Brazilian partner can buy the remaining shares from these European partners.
15. Identified opportunities:
Business Coaching: established strategic alliances and met new potential coaching partners. Got a referral for training assignement with a major corporation in Brazil with potential roll-out in South America. IT Outsourcing: I identified demand for projects and met some VARs (value added resellers) VIP networking: I met four companies that are doing something similar in Portugal, England and Switzerland. Ecological product: I arranged 12 meetings in Holland, Belgium, England and Denmark on behalf of this international business coaching client. Actually, they are in Europe following these leads by now. Brazilian music: I got 3-4 contacts quality contacts with professionals who are connected to the European music industry.
Conclusions:
My online networking methodology has proved to be highly efficient justifying all my investment of time in developing this ability. By the way, it is accessible to all the interested parties. Without the support of my international network, this trip would never have reached such a success with so limited budget.
For those who are outside the governmental sphere and not working for big companies, the Brazilian and European business world is not so well known. Normally, Brazilian companies focus on the American market due to some main factors: (a) only one new language is needed versus the necessity to know many more languages, (b) American Chamber´s strong presence in Brazil versus absence of a said "Pan-European Chamber" and of the need to talk to various independent European entities, (c) The US also offers a strong consuming market and (d) the lack of resources (financial and human) to act in diverse fronts at the same time. In addition, our knowledge of the European market in general is very limited.
Europeans have great interest in increasing their partnerships with Brazilian companies. However, the language barrier and the limited knowledge of trustworthy partners in Brazil, lead Europeans be rather cautious than active. How to overcome this point?
If we analyze that Roger Hamilton´s wealth formula = value X leverage, we perceive that the richest countries reach a higher punctuation in these two points. Thus, they possess a bigger commercial identification among themselves in which a solid confidence between all involved parties allows them to conclude bigger businesses and faster resulting in their increasing wealth and development.
The value part can be express in relation: (1) leadership, (2) time, (3) mutual professional respect, (4) knowledge technician, (5) education, (6) creativity, (7) commercial pro-activity, (8) delivery in the stated period, (9) fulfillment, (10) branding (11) products and services´value aggregation while maintaining competitiveness in terms of price and quality.
The leverage part can be represented by (1) network and one´s presence within it, (2) effective international presence, (3) intensive use of all communication channels with clients besides strong Internet presence and use of technological tools, (4) presencial and virtual localization and (5) ability to convey a customized message in diverse languages can summarize this point.
The combination of these factors generates the required confidence so that the businesses and wealth can be created as a result of it. Economies of skills prevailing over economies of scale. The most interesting is that everything is rather related to soft skills than to hard ones. Soft skills can be developed through a solid methodology since business people is fully committed to reach their goals. Therefore, before the Brazilian companies move internationally, they need to align themselves with their richer cousins in terms of this wealth formula. Then, we will be literally "speaking the same language" independently of the actual language that will be used in the dialogue.
Equipe de Negócios Internacionais
Imagino que já tenham respondido de forma segura e positiva ao mini-questionário de pré-qualificação para o início de suas atividades internacionais. Nosso próximo passo será analisar alguns pontos básicos. Nesse sentido, faremos uso dos tradicionais 5 Ps - Preço, Produto, Promoção, Place/Local e Pessoas - do Marketing. Começaremos focando nas pessoas. Na minha opinião, esse é o mais importante P do Marketing. Os seus clientes, funcionários, investidores, parceiros estratégicos são, no final das contas, pessoas organizadas ao redor de empresas ou mesmo individualmente, correto ? O fato é que todos vivemos em comunidades sejam elas maiores ou menores, genéricas ou especializadas.
Não podemos falar de pessoas sem pensar em Relacionamento. É mais importante saber os dados de uma pessoa ou se relacionar com ela ? A importância maior está no banco de dados ou na qualidade e dimensão do seu relacionamento com essa pessoa ? Obviamente, que os bancos de dados são recursos/ferramentas importantes que precisamos dispor para implementar nossa estratégia em todos os sentidos. Mas o que verdadeiramente importa é a qualidade única da experiência que o seu cliente teve e tem ao trabalhar com você.
Uso o termo trabalhar pois um cliente fiel nos ensina muito. Ele nos orienta em relação a todos os demais Ps. Mesmo que seja com o seu silêncio muitas vezes. É preciso saber ouvir e distinguir as nuances sutis. Portanto, toda chance de interagir com ele, relacionar-se e conhecê-lo melhor deve ser uma experiência muito rica e apreciada. Só assim poderemos cada mais aumentar nossa proposta diferenciada de valor.
Com relação a nossa análise sobre as pessoas, dividiremos-as em 2 grupos básicos; internos (sua liderança e equipe de funcionários) e externos (clientes, competidores, investidores e parceiros estratégicos). Nesse momento, vamos focar no grupo interno composto pelo seu líder de projeto e sua equipe internacional. Na medida em que a empresa acelera seu processo de internacionalização haverá uma maior e clara distinção entre equipe mercado interno e externo.
Antes de pensar em iniciar qualquer atividade internacional, vale a pena olhar para a equipe de colaboradores e fazer as seguintes perguntas enfocando em separado a questão liderança e equipe. Com relação a liderança, os questionamentos seriam:
1. Qual seria o perfil ideal do meu líder de projeto internacional ?
2. Se eu tivesse que fazer um anúncio de recrutamento, como o seria ?
3. Quais seriam os meus critérios principais ?
4. Conheço pessoalmente essa pessoa ?
5. Essa pessoa já está no meu time de colaboradores ?
6. Do contrário, como fazer para atraí-la ?
Normalmente, as empresas começam com os recursos que dispõe em todos os sentidos. Concordo que esse seja o pensamento normal. Entretanto, você está considerando entrar num cenário mais competitivo e exiginte do que o mercado doméstico. Portanto, é importante que se dê o devido valor. Afinal de contas, esse líder e sua equipe serão os responsáveis por identificar, conhecer, conquistar a confiança e principalmente relacionar-se no longo prazo com profissionais até então desconhecidos e que podem simplesmente levar a sua empresa a um contexto muito mais amplo do que o experimentado até o momento.
Para que tenhamos sucesso nessa empreitada é preciso que liderança e equipe estejam finamente sintonizados. Abordaremos essa questão mais tarde. Nesse momento, vamos pensar na formação da sua equipe internacional. Nossas questões principais são:
1. Quem poderia compor minha equipe internacional ?
2. A equipe possui os conhecimento básico sobre comércio exterior ?
3. Quão qualificados eles estão nesse sentido ? Quem sabe o que ?
4. Quais são os idiomas falados com fluência (verbal e escrita) ?
5. Como preparar a minha equipe para esse desafio ? Que tipo de treinamento rápido seria necessário ?
6. Como/onde/quando e por quanto poderia ser feito ?
Empresas vencedoras possuem liderança e equipes vencedoras. Acreditamos que o tempo investido nessas questões seja muito mais importante do que o tempo investido no plano de negócios no momento inicial. As pessoas tecnicamente capazes e corretamente motivadas farão o seu plano de negócios, desenvolverão osmprodutos e serviços certos para cada mercado, atrairão e reterão os clientes e permitirão a alavancagem do seu negócio a patamares nunca dantes sonhados. "Cuide bem dos seus funcionários para que eles cuidem muito bem de seus clientes". No próximo artigo, trataremos das pessoas externas com foco na sua rede de contatos internacionais.
Não podemos falar de pessoas sem pensar em Relacionamento. É mais importante saber os dados de uma pessoa ou se relacionar com ela ? A importância maior está no banco de dados ou na qualidade e dimensão do seu relacionamento com essa pessoa ? Obviamente, que os bancos de dados são recursos/ferramentas importantes que precisamos dispor para implementar nossa estratégia em todos os sentidos. Mas o que verdadeiramente importa é a qualidade única da experiência que o seu cliente teve e tem ao trabalhar com você.
Uso o termo trabalhar pois um cliente fiel nos ensina muito. Ele nos orienta em relação a todos os demais Ps. Mesmo que seja com o seu silêncio muitas vezes. É preciso saber ouvir e distinguir as nuances sutis. Portanto, toda chance de interagir com ele, relacionar-se e conhecê-lo melhor deve ser uma experiência muito rica e apreciada. Só assim poderemos cada mais aumentar nossa proposta diferenciada de valor.
Com relação a nossa análise sobre as pessoas, dividiremos-as em 2 grupos básicos; internos (sua liderança e equipe de funcionários) e externos (clientes, competidores, investidores e parceiros estratégicos). Nesse momento, vamos focar no grupo interno composto pelo seu líder de projeto e sua equipe internacional. Na medida em que a empresa acelera seu processo de internacionalização haverá uma maior e clara distinção entre equipe mercado interno e externo.
Antes de pensar em iniciar qualquer atividade internacional, vale a pena olhar para a equipe de colaboradores e fazer as seguintes perguntas enfocando em separado a questão liderança e equipe. Com relação a liderança, os questionamentos seriam:
1. Qual seria o perfil ideal do meu líder de projeto internacional ?
2. Se eu tivesse que fazer um anúncio de recrutamento, como o seria ?
3. Quais seriam os meus critérios principais ?
4. Conheço pessoalmente essa pessoa ?
5. Essa pessoa já está no meu time de colaboradores ?
6. Do contrário, como fazer para atraí-la ?
Normalmente, as empresas começam com os recursos que dispõe em todos os sentidos. Concordo que esse seja o pensamento normal. Entretanto, você está considerando entrar num cenário mais competitivo e exiginte do que o mercado doméstico. Portanto, é importante que se dê o devido valor. Afinal de contas, esse líder e sua equipe serão os responsáveis por identificar, conhecer, conquistar a confiança e principalmente relacionar-se no longo prazo com profissionais até então desconhecidos e que podem simplesmente levar a sua empresa a um contexto muito mais amplo do que o experimentado até o momento.
Para que tenhamos sucesso nessa empreitada é preciso que liderança e equipe estejam finamente sintonizados. Abordaremos essa questão mais tarde. Nesse momento, vamos pensar na formação da sua equipe internacional. Nossas questões principais são:
1. Quem poderia compor minha equipe internacional ?
2. A equipe possui os conhecimento básico sobre comércio exterior ?
3. Quão qualificados eles estão nesse sentido ? Quem sabe o que ?
4. Quais são os idiomas falados com fluência (verbal e escrita) ?
5. Como preparar a minha equipe para esse desafio ? Que tipo de treinamento rápido seria necessário ?
6. Como/onde/quando e por quanto poderia ser feito ?
Empresas vencedoras possuem liderança e equipes vencedoras. Acreditamos que o tempo investido nessas questões seja muito mais importante do que o tempo investido no plano de negócios no momento inicial. As pessoas tecnicamente capazes e corretamente motivadas farão o seu plano de negócios, desenvolverão osmprodutos e serviços certos para cada mercado, atrairão e reterão os clientes e permitirão a alavancagem do seu negócio a patamares nunca dantes sonhados. "Cuide bem dos seus funcionários para que eles cuidem muito bem de seus clientes". No próximo artigo, trataremos das pessoas externas com foco na sua rede de contatos internacionais.
Resumo da Viagem a Europa (Set/Out 2005)
Como Coach de Negócios Internacionais, Palestrante, Trainer, Empreendedor e Networker, acabo de retornar de uma viagem de duas semanas pela Europa. A mesma pode ser sumarizada da seguinte forma:
- Inicio de planejamento: Fevereiro/Março, 2005
- Ponto de partida: Celebração dos cinco anos de formatura no MBA da RSM Erasmus University em 23-25 Setembro
- Período: Sep 21- Out 07, 2005
- Países visitados: Holanda, Bélgica e Inglaterra (nessa ordem)
- Palestras: duas (Rotterdam/NL e Mechelen/BE) sobre como fazer negócios com o Brasil e apresentação de algumas oportunidades de negócios em termos de coaching de negócios, IT outsourcing, VIP networking, produto ecológico e música brasileira.
- Público nas palestras: 20 e 35 pessoas na Holanda e na Bélgica respectivamente
- Feed-back das palestras (em Inglês para não perder sua autenticidade):
“Thanks for a wonderful evening of presentation that was refreshing with an honest appraisal of conditions to which you aim to attract business. More importantly, your talk on business conditions in Brazil was one of the most honest and realistic ones I have heard from any country in a very long time, you tell it like it is with no flowery garnish.” – Louis Sequeira
“You gave a very interesting presentation yesterday in Belgium, and I am happy that I have met you in person. Great work!!” – Willy van Bragt
“Let me tell you that you give a very good presentation. It gave me a better insight in Brazil and where the action is.” – Jos Mols
“Thank you for presenting yesterday, it gave a real appreciation for the way your country is and why you want to be in Europe to help grow business there and help Brazilians realise just what the potential is.” – Shaun Gisbourne
“Thank you 'big time' for your presentation! Really creative and inspiring.
And yes, I'll surely be thinking of you when abroad business regarding Brazil comes up. What you did for sure, is that you have put Brazil 'on the map' for me. Great to have gained these valuable insights.” – Richard van Houten
“It was my entire pleasure to meet you yesterday in Mechelen.
Your speech was tremendously well structured and well prepared. The rest is named 'success'. I'm sure you do business in the same way.” – Yves Miserez
- Rede de contatos: além da própria RSM, a grande maioria dos contatos e das palestras foi construída em função de minha intensiva atividade de networking online aplicando a metodologia descrita no meu artigo “Marketing de Experiências usando Ferramentas de Networking Online”
- Participação em eventos de networking: sete, sendo, dois deles na Holanda, um na Bélgica e quatro na Inglaterra.
- Cartões distribuídos x recebidos: 250 x 180
- Apoio governamental no Brasil: nenhum apesar de ter procurado por apoio nos Ministérios, Instituições, Agências e demais órgãos públicos etc...
- Apoio governamental no exterior: fui muito bem recebido pelas Embaixadas Brasileiras na Holanda e Inglaterra.
- Apoio empresarial no Brasil: limitado, apenas duas empresas deram suporte.
- Orçamento: super limitado. Entretanto, gastei apenas 75% do mesmo.
- Oportunidades identificadas:
- Business Coaching: alianças estratégicas foram feitas com Europeus, novos parceiros surgiram, recebi um convite para workshop e já tenho cerca de 3-4 oportunidades imediatas.
- IT Outsourcing: um novo parceiro foi identificado apesar da competição com os países do Leste Europeu
- VIP networking: identifiquei quatro parceiros Europeus que estão fazendo algo semelhante em Portugal, Inglaterra e Suíça.
- Produto ecológico: 10 reuniões agendadas na Holanda, Bélgica, Inglaterra e Dinamarca. O parceiro brasileiro seguirá em viagem em breve.
- Música: 3-4 contatos de qualidade com profissionais que possuem contato nesse setor
- Acesso a capital de investimentos: identificação de dois potenciais parceiros:
- Um deles possui verba de 40 milhões de Euros para investimentos em diversos projetos
- O outro está interessado em empresas não européias que queiram um sócio local para montar uma subsidiária sendo que o controle será passado após um período de tempo
Conclusões:
Minha metodologia networking usando de ferramentas online provou-se altamente eficiente justificando todo o meu investimento de tempo em desenvolver essa habilidade, que aliás, está acessível a todos os interessados. Sem o apoio da minha rede internacional essa viagem jamais teria alcançado o êxito dentro de tão limitado orçamento.
Fora da esfera governamental e de grandes empresas, o mundo dos negócios brasileiro e europeu não se conhece tão bem assim. O Brasileiro foca inicialmente no mercado Americano por alguns fatores principais: (a) apenas um novo idioma versus necessidade de conhecer diversos outros idiomas, (b) forte presença da Câmara Americana no Brasil versus ausência de uma dita “Câmara Pan-Européia” e da necessidade ter que falar com diversas entidades Européias independentes entre si, (c) também forte mercado consumidor e (d) nossa carência de recursos (financeiro e humano) para atuar em diversas frentes ao mesmo tempo. Adicione-se o nosso limitado conhecido do mercado europeu em geral.
Percebi que os Europeus têm grande interesse em aumentar suas parcerias com Brasileiros, mas devido a barreira do idioma e limitado conhecimento de parceiros confiáveis no Brasil, eles preferem a cautela a ação. Como resolver essa questão?
Se analisarmos que equação de riqueza que é valor versus alavancagem, percebemos que os países mais ricos alcançam uma pontuação mais elevada nesses quesitos. Assim, eles possuem uma maior identificação comercial na qual uma sólida confiança entre as partes permite que negócios maiores sejam concluídos mais rapidamente.
O valor pode ser expresso em relação a: (1) liderança, (2) tempo, (3) respeito profissional mútuo, (4) conhecimento técnico, (5) educação, (6) criatividade, (7) pró-atividade comercial, (8) entrega no prazo, (9) cumprimento do acordo, (10) marca e (11) agregação de valor de produtos e serviços enquanto competitividade em preço e qualidade são apenas alguns dos critérios a analisar. A alavancagem pode ser representada pela (1) rede de contatos e sua atividade na mesma, (2) presença internacional efetiva, (3) uso intensivo de todos os canais de comunicação com o mercado consumidor além de forte presença na Internet e demais meios intensivos em tecnologia, (4) localização presencial e virtual e (5) habilidade de comunicação em diversos idiomas podem resumir esse ponto.
A combinação desses fatores gera a confiança necessária para que os negócios e a riqueza possam ser criados. É o chamamos de economia de habilidades prevalecendo sobre as economias de escala. O mais interessante disso tudo é estamos falando muito mais de soft skills do que de hard skills e que as mesmas podem ser desenvolvidas através de uma metodologia de trabalho sólida desde que haja o comprometimento por parte do empresariado com as metas a serem alcançadas. Portanto, antes que a empresa Brasileira caminhe internacionalmente, ela precisa se alinhar em sua fórmula da riqueza com os seus primos mais ricos. Ai então, estaremos literalmente “falando o mesmo idioma” independentemente da língua a ser usada no diálogo.
Coaching de Negócios Internacionais
Começaremos a discutir sobre coaching de negócios internacionais para empresas brasileiras que estão começando esse processo. Existem diversas formas e etapas no processo de internacionalização. O mesmo pode variar desde uma venda fortuita a um comprador estrangeiro podendo chegar a abertura de filial própria, joint-ventures e/ou mesmo compra de empresas no exterior.
Geralmente, tudo começa com uma simples "venda acidental" na medida em que não houve qualquer planejamento por parte do vendedor. Na verdade, na grande maioria dos casos, os estrangeiros que possuem uma vivência muito maior do que nós no mercado internacional, vêm ao Brasil, garimpam oportunidades interessantes e nos fazem uma oferta. Como nosso mercado interno é pequeno se comparado ao mercado internacional e, principalmente, com os continentes Europeus e Norte-Americano e nossa moeda têm se mantido razoavelmente fraca em comparação às moedas internacionais, achamos que aquela oferta é na verdade um excelente negócio no momento.
Mal sabemos nós que o nosso comprador estará aumentando tremendamente o valor percebido e agregado de nosso produto no processo, e assim, se beneficiando de uma margem de lucro significativamente maior. A Holanda, por exemplo, é uma país sem recursos naturais mas com uma incrível capacidade de processamento e distribuição por toda a Europa. Vale lembrar que para que se tenha um excelente produto final é imprescindível oferecer uma matéria-prima de excelente qualidade. As boas sementes é que geram os bons frutos, certo ? Mas os bons frutos é que fazem toda a diferença e dão um significado especial a vida, concorda ? Onde está a visibilidade: na fruta ou na semente ? Onde está o maior valor agregado ? Portanto, não basta exportar. É preciso também agregar o máximo de valor possível desde já.
Tudo isso me leva a pensar na urgente necessidade que as empresas brasileiras possuem se internacionalizar mais e mais. Elas precisam estar preparadas para competir no exterior. Do contrário, muito em breve seremos meros exportadores de matérias-primas e produtos semi-elaborados. Isso para não falar na possibilidade do capital estrangeiro adquirir os principais ícones da economia nacional.
Feita a(s) primeira(s) venda(s) acidentais e vendo as verdinhas batendo no caixa e o seu poder de competição aumentar, talvez esteja na hora de começar a ver o mercado externo não apenas como um mercado alternativo para os períodos em que existe um desaquecimento da economia local. Talvez seja a hora de começar a pensar numa inserção internacional mais pro-ativa, dinâmica e de longo prazo, certo ?
Mas antes de pensarmos em fazer alguma coisa nesse sentido é preciso responder a algumas perguntas básicas:
1. O que motivaria a sua empresa a se internacionalizar ?
2. Qual é a sua experiência internacional até esse momento ?
3. Já vendeu para o exterior ?
4 . Se sim, quando ?
5. Como foi a transação ?
6. Em que volume/valor total ?
7. Qual ém a freqüência de negócios internacionais ?
8. À princípio, qual/quais seria(m) o(s) seu(s) mercado(s)-alvo ?
9. Sua equipe internacional fala o idioma do mercado-alvo com fluência ?
10. Qual é o seu nível de contatos no(s) mercado(s)-alvo ?
No artigo anterior, apresentamos o coaching de negócios virtual e o uso de ferramenta colaborativa para que sua comercialização com sua equipe e parceiros de negócios seja bastante produtiva gerando bastante negócios a um baixo custo operacional.
No próximo artigo, continuaremos discutindo sobre as etapas que devem ser vencidas para que as empresas brasileiras planejem a sua internacionalização de forma madura, profissional e com um visão de curto, médio e longo prazo.
Geralmente, tudo começa com uma simples "venda acidental" na medida em que não houve qualquer planejamento por parte do vendedor. Na verdade, na grande maioria dos casos, os estrangeiros que possuem uma vivência muito maior do que nós no mercado internacional, vêm ao Brasil, garimpam oportunidades interessantes e nos fazem uma oferta. Como nosso mercado interno é pequeno se comparado ao mercado internacional e, principalmente, com os continentes Europeus e Norte-Americano e nossa moeda têm se mantido razoavelmente fraca em comparação às moedas internacionais, achamos que aquela oferta é na verdade um excelente negócio no momento.
Mal sabemos nós que o nosso comprador estará aumentando tremendamente o valor percebido e agregado de nosso produto no processo, e assim, se beneficiando de uma margem de lucro significativamente maior. A Holanda, por exemplo, é uma país sem recursos naturais mas com uma incrível capacidade de processamento e distribuição por toda a Europa. Vale lembrar que para que se tenha um excelente produto final é imprescindível oferecer uma matéria-prima de excelente qualidade. As boas sementes é que geram os bons frutos, certo ? Mas os bons frutos é que fazem toda a diferença e dão um significado especial a vida, concorda ? Onde está a visibilidade: na fruta ou na semente ? Onde está o maior valor agregado ? Portanto, não basta exportar. É preciso também agregar o máximo de valor possível desde já.
Tudo isso me leva a pensar na urgente necessidade que as empresas brasileiras possuem se internacionalizar mais e mais. Elas precisam estar preparadas para competir no exterior. Do contrário, muito em breve seremos meros exportadores de matérias-primas e produtos semi-elaborados. Isso para não falar na possibilidade do capital estrangeiro adquirir os principais ícones da economia nacional.
Feita a(s) primeira(s) venda(s) acidentais e vendo as verdinhas batendo no caixa e o seu poder de competição aumentar, talvez esteja na hora de começar a ver o mercado externo não apenas como um mercado alternativo para os períodos em que existe um desaquecimento da economia local. Talvez seja a hora de começar a pensar numa inserção internacional mais pro-ativa, dinâmica e de longo prazo, certo ?
Mas antes de pensarmos em fazer alguma coisa nesse sentido é preciso responder a algumas perguntas básicas:
1. O que motivaria a sua empresa a se internacionalizar ?
2. Qual é a sua experiência internacional até esse momento ?
3. Já vendeu para o exterior ?
4 . Se sim, quando ?
5. Como foi a transação ?
6. Em que volume/valor total ?
7. Qual ém a freqüência de negócios internacionais ?
8. À princípio, qual/quais seria(m) o(s) seu(s) mercado(s)-alvo ?
9. Sua equipe internacional fala o idioma do mercado-alvo com fluência ?
10. Qual é o seu nível de contatos no(s) mercado(s)-alvo ?
No artigo anterior, apresentamos o coaching de negócios virtual e o uso de ferramenta colaborativa para que sua comercialização com sua equipe e parceiros de negócios seja bastante produtiva gerando bastante negócios a um baixo custo operacional.
No próximo artigo, continuaremos discutindo sobre as etapas que devem ser vencidas para que as empresas brasileiras planejem a sua internacionalização de forma madura, profissional e com um visão de curto, médio e longo prazo.
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