How do you launch yourself in foreign markets and increase your chances of success with as little risk and investment as possible? Thanks to a well-developed network that's worth its weight in gold...
International growth is essential for companies, not only for large groups but also for SMEs. A versatile strategic choice that makes every project a unique adventure... whether we're talking about 'normal' cooperation with partners abroad, about export or foreign establishments. But it's not that simple, as it's an equation with several variables. How do you keep all those variables under control? By seeking an answer to a whole series of questions, clearing up your doubts, analysing different parameters, exploring the terrain and forging partnerships. Consequently, you can use all the help you can get (and often specialised guidance, too). And you'll find that in a network. A well-developed, reliable and competent network. An ecosystem that helps you:
- cut distances and times;
- explore and confirm existing options;
- accelerate all processes;
- make everything a bit easier.
These are all tasks that only useful and reliable local contacts can guarantee you. However, building such a network beyond our national borders isn't so easy. It's therefore in your best interest to build on existing solutions that have already proved their worth.
PRESENCE OF 'PUBLIC' BODIES
Belgium is all too aware of the importance of good relational ties and therefore has an extensive diplomatic network: the Belgian chambers of commerce with representatives of the Federal Public Service Foreign Affairs and regional delegates linked to export support agencies (abroad). But the contacts alone are not enough... Companies can indeed find information and support during their project preparation, but not necessarily all the answers to realise their project and expand their activities in the country in question. So, a bank like BNP Paribas Fortis didn't just opt to set up its own 'ecosystem' for businesses, using the expertise of its Trade Development department, among others. This is a network of global experts who support the client from start to finish.
THE 'BILATERAL' CHAMBERS: ACROSS BORDERS
That's what the Belgian chambers of commerce abroad are called. Independent organisations that can be found (almost) anywhere in the world. Their mission? Share their experience and support Belgian companies with their establishment in 'their' country. They were set up on the initiative of local companies with a link to Belgium and have one common task: to strengthen our ties with a region or country. These 'bilateral' chambers of commerce are accredited, and this can count in terms of reliability. They also cooperate with the official network of representatives of Belgium abroad. But not only that... For some years now, BNP Paribas Fortis has been providing support – by joining – some ten such bilateral chambers: the Chinese, American, African, Indian and Arabian chambers of commerce, to name but a few. This is an additional benefit for the bank's customers, as it gives them access to a 'unique' forum of companies and prospects in a clearly defined market. And particularly useful for expanding your network and gaining as much useful information and experience as possible.
A UNIQUE MEETING AND SHARING PLACE
The bilateral chambers of commerce are extremely useful tools for companies seeking to gain an international foothold. They help make international expansion projects smoother and faster. But that isn't all they do. These independent organisations are also a meeting place for all companies involved in commercial exchanges between Belgium, China, the United States, Africa and India. All kinds of companies can be found here: large and small, Belgian and foreign, companies with a long history as well as newcomers. And not forgetting certain representatives of the public sector: staff from the Minister for Foreign Affairs' office, Flanders Investment & Trade, Hub.Brussels and AWEX (Walloon Export and Foreign Investment Agency). And of course, BNP Paribas Fortis!
This network therefore comprises all the important people and bodies you need to expand your commercial relations and boost your international growth. So, a bank also deserves a place in this ecosystem. As such, BNP Paribas Fortis has logically strengthened its position in this network by joining the boards of directors and various committees of the bilateral chambers and by actively participating in events and training courses. In this way, the people in charge of banking relationships also keep up to date with the latest developments and business practices in the countries concerned. Although the current situation doesn't exactly make things easier, the network's strength is often demonstrated by the events organised by the bilateral chambers with BNP Paribas Fortis' support. They are a unique opportunity to meet others, listen to carefully selected speakers and learn about topics that are important for your international expansion project.
A full 'assessment' before you go abroad
We can no longer deny the benefits of internationalisation. But is your business ready for it? A thorough assessment to measure your project's success is therefore a must before you cross the border.
Just because your business is doing well in our country doesn't mean that you can just jump into the export market. An international breakthrough is an important strategic (and necessary) choice that requires extensive preparation. The first step is to take a detailed look at the state of affairs of your company. Because that way you can:
- Highlight your strengths and success factors: a specific skill, your expertise, your brand image, etc.;
- Identify your weaknesses: both internal (poor knowledge of the target market, need for funding, etc.) and external factors;
- Prepare your structure for 'new' demands: in terms of human resources and in financial, organisational, legal or commercial terms;
- Draw up your roadmap: make the necessary changes, maximise your assets and find the right solutions for your weaknesses.
A COMPLETE TOOLKIT
Such an assessment is not market research in the literal sense of the word, although some elements will eventually overlap or complement one another. The assessment should also enable you to gain insight into existing opportunities (competitive advantage, commercial trends, etc.) and threats (changes in legislation, major competition, etc.). To do that, you must be able to look at your foreign target group with the necessary distance.
There are many tools for this. Examples include the SWOT analysis, Porter's five forces model, the Boston Consulting Group matrix or the PESTEL analysis to measure the influence of macro-environmental factors. So, feel free to use those tools, but also remember the importance of step-by-step guidance.
A MUCH-NEEDED SELF-ANALYSIS
Give attention to different elements. To achieve a relevant assessment, you must also find answers to a series of important questions:
- Create your 'identity card'
Take an unbiased look at your organisation. What are your values, culture, references, image, etc.? How are you perceived by others? Does your positioning match your identity? Through these questions, you'll also gain insight into the reasons for your successes and failures on the international market. It's interesting to repeat the positive points and learn from your mistakes.
- Analyze your position on the domestic market
Take stock of your commercial position. Examine the evolution of your recent results and your weighting in your segment (market share, competition, degree of dependency, etc.). Find out what stage your products and services are in (launch, growth, saturation or decline). Next, you can consider your market's prospects and future: how will it evolve? A very important question at a time where the challenges of the sustainable transition are radically changing many sectors.
- Assess your products and services
Each country has its own specific obligations and standards. So, ask yourself whether your products and services are 'compliant', both commercially and legally. Perhaps you need to adapt them? Or maybe your production or delivery method needs to change (e.g. to respect the cold chain and guarantee reasonable delivery times)? In other words, are you ready for the step from a commercial point of view?
- Lay bare your capabilities
If you want to conquer foreign markets, you must be able to cope with that growth rate on an operational level as well. Can you increase or adapt your production capacity to the new demand? Are you ready for that in terms of supply and logistics? Also take into consideration the reliability of your partners and suppliers. And don't forget that your inventory will increase, and you must also have guarantees in that regard as well.
- Examine your financial situation carefully
Going international means a big investment for your company. So, take a close look at your finances and see whether you have enough funds to bring the project to a successful conclusion. You need these resources, for example, to launch commercial initiatives locally (while waiting for the first revenues), to 'transform' your company in the necessary areas, to support your activity in your own country or to recruit additional staff.
- Carry out an analysis in the area of human resourcesTo export, you need qualified and skilled staff (production, sales teams, communication, after-sales service, R&D, etc.). You may also need to train staff or recruit new talent with international experience. Although internationalisation can be an extra motivation for your employees, it will also require additional efforts from them. So, don't lose sight of the 'human' factor either!
This complete audit of your structure gives you everything you need to make the right choices. Have you got the commercial strengths, the human and financial resources, the operational capabilities and the necessary experience to take the step? Do you need some extra support to adjust certain parameters? Or are you postponing the launch to find the right solutions for some weak spots? The adventure can begin once you're ready!
Internationalisation: which strategy should you apply?
Conquering international markets is an indispensable growth lever for companies. Such a project can take different forms or follow different paths: from e-commerce to mergers and acquisitions.
International expansion can be an important growth factor for your company and an undeniable source of opportunities – both commercially and in terms of innovation or resilience. After a complete assessment of your current situation, an inevitable question follows: which strategy should you apply to realise your project? There's no magic formula or mapped-out path: in reality, you often adopt a wide-ranging approach based on various strategies. Nevertheless, we do see some broad outlines. And each has its own strengths and limitations. Whatever you decide, your choice should fit into an overall thinking and be in line with the current situation and the future of your business. The objective? Increasing your chances of success and keeping the risks under control as much as possible.
1. Direct and indirect export
This is naturally one of the most widely used strategies for conquering foreign markets. You can sell your products abroad through one or more channels:
- E-commerce: E-commerce is a fast and accessible solution to get 'far' with limited resources. Internet sales have grown very strongly in recent years but have a significant impact on the logistical workload. This includes not only technology and conformity, but also the commercial aspect. You are far from your target market and must deal with competitors from all over the world, while the internet knows no borders – and that's both an asset and an obstacle.
- A local intermediary: A gamble without too many risks, because you make use of the power of local sales – your agent delivers the customer's orders locally and you transfer them. The only thing left to do is to decide how to distribute your products. In this regard, it's important that you make full use of your knowledge of the foreign market. Think, for example, of consumers' consumption habits and expectations. Although this approach does not require major investments (payments on commission), it isn't entirely without risk. The success of your project is entirely in the hands of your local contact, leaving you to count on that partner's reliability.
- Commercial distribution: A similar approach to conquering the international market. This strategy can be implemented quickly and is the result of cooperation with independent distributors who are based in your target area. They buy the goods and then sell them, enabling you to benefit from their expertise and network. Unlike the intermediary, this distributor takes several tasks off your hands (invoicing, collection, marketing costs or import costs). Choosing the right partners and determining the terms of the contract is no easy task. After all, your project's success depends on it...
- Transfer of patents or technology: This is a way to make your know-how or technology pay off, not your products. This transfer of skills gives a foreign entity the right to use your methods or innovation within the framework of a previously established contract (geographical area, duration, etc.). An opportunity to go international where you 'outsource' production, sales and distribution. Contract preparation is one of the stumbling blocks of this approach.
2. Local establishment
Another model for internationalisation is to establish your business abroad. This means that you go local: you establish your entire value chain in another country, or you produce, distribute or sell your products there yourself. This geographical approach necessarily requires greater investment, but it also gives you more clout. This approach is also a way of reinforcing your resilience: the financial and commercial risks, as well as the pressure on your value chain, are spread over several areas. Over the years, a more flexible approach has also been introduced, allowing companies to move more flexibly in line with the international situation. Various options are also available here:
- Subsidiary or branch: In both cases, it's a matter of establishing a firm and lasting foothold in the local market. However, the project requires a solid foundation and a long-term vision. You should also think carefully about the legal status: do you opt for a subsidiary or for a branch? Consequently, when making this decision, take into account various factors: the degree of autonomy, the desired degree of decentralisation or consultation, the legal and tax implications, whether or not to produce locally (to take advantage of cheaper raw materials, for example), the financial resources that you can mobilise, and so on. In any case, a perfect lever for applying the well-known formula 'think globally, act locally'.
- International joint venture: This principle is based on the creation of synergies. Your company joins a company that already has a local presence and both companies complement each other. Each company benefits from the other's strengths while sharing the activity's risks, control and common costs. Such a joint venture or partnership often requires a customised legal structure. As you can see, a joint venture is not an easy marriage. It's therefore crucial that you find the right partner and come to an agreement with them concerning each party's input and responsibilities.
- Merger or acquisition: This growth strategy offers a few advantages. What's the greatest advantage? A merger or acquisition is a method of consolidating and diversifying your business. It's also a 'quick' way to conquer a new market by exploiting the local company's competitive advantages (technological, commercial, etc.). Such a project naturally entails not only potential benefits, but also risks. For example, you may misjudge the sources of value creation or the risks, or have difficulty integrating.
As you can see, your international project's success depends on many factors. And, first and foremost, on your own strategic choices and your ability to develop a clear vision of exactly what you want to achieve. From the development of a commercial partner network to a sustainable local presence, there are many options that deserve not only thorough consideration, but also professional guidance.
Where will your 'international' roadmap take you?
Assessment? Check! Your strategy? All mapped out. You've also already determined your target market. But you've still got some way to go before you can cross borders... Some 'required stops'.
You're fully convinced of the benefits of internationalisation by now. You see it as an important lever for the growth of your business. But it's a process that doesn't happen overnight and is the result of a long decision-making process. You've carried out a preliminary assessment of your options before venturing into foreign markets. A checklist and initial indispensable considerations, so to speak, to find out whether the project was worthwhile. You then considered the choice of the most appropriate strategy for your business... You considered direct solutions such as e-commerce or commercial distribution. Or perhaps more sustainable establishment models, such as opening a branch or subsidiary, implementing synergies through a joint venture or a merger acquisition. This decision is based on a thorough analysis of the situation specific to your organisation. This approach often requires meticulous guidance. You will have also determined your target market during this process, which is a very important step. Your project's success now depends on the implementation of an action plan. And this phase inevitably brings with its new considerations and decisions...
NO SUCH THING AS ONE SIZE FITS ALL
In any case, your plan depends on your internationalisation strategy. The launch of an e-commerce platform or the choice of an intermediary imposes different requirements – in terms of due diligence obligations, financial resources or the definition of the target market, for example – than a merger acquisition. What's more, every merger-acquisition process is unique. What does this mean? That each adventure requires a tailor-made approach that considers the specific characteristics of your company, your products or services, your sector, your competitors, your added value, and more. Furthermore, the mapping of your international growth will be highly influenced by the characteristics of the target market. No magic formula then? Correct, but we do point out some common 'required stops' that deserve your attention.
1. The 'local' considerations
France is not Belgium. And Belgium is not Germany and certainly not Japan or Brazil. Each country has specific characteristics that shouldn't be taken lightly. It's more than 'folklore'! These are real 'keys' that you must assess correctly in order to make a difference. Numerous (internationally renowned) companies have come to grief while trying to do this. It's another commercial reality that can have a major impact on your action plan:
- Cultural codes and language
- Relationships with partners
- Corporate culture
- Consumer habits and expectations
- Do’s and don'ts
- Don't lose sight of the regulatory aspects: they're essential!
Note that a product that is successful in the domestic market will be perceived differently elsewhere. It will prompt you to take certain preliminary actions: call in experts from the country in question, carry out a more in-depth market study, participate in more local trade fairs, etc.
2. Adaptation of your commercial range
An important reflection that causes you to reassess a series of parameters:
From a commercial point of view: do your products and services meet the target group's specific needs? Does your range satisfy the previously identified needs? Is it sufficiently appealing? How will you position yourself? Does the quality meet the local standards? And so on.
From a legal point of view: the key question is whether you comply with the local market's regulatory or administrative requirements. Do you need special certifications? Do you have to comply with specific technical obligations? And so on.
You must answer these questions to determine whether your market access strategy is ready in all respects: marketing and communication, value proposition, distribution methods, logistics chains, payment methods, etc. Not to mention your pricing policy. It may show that you need to make some adjustments at the production, distribution or commercial level.
3. Choice of partner
This isn't an easy task. Whatever your internationalisation project, this point plays a key role. You therefore need to set very clear objectives, missions and criteria that will serve as a guide to identify, prequalify and select the best local partners. The risk – and therefore the importance – of this approach is even greater in the case of a merger acquisition. A long-lasting marriage that must not fail... You will therefore need resources and time to complete your due diligence process.
4. You still have a way to go...
The following steps are no less important. We can give you the following tips in the meantime:
- Carryout a thorough risk analysis.
- Prepare a budget for your expansion project and ensure you work out several scenarios, because you can always come up against surprises. Consider the fiscal context and the local market's specifications (infrastructure costs, employment costs, etc.).
- Plan distribution and transport circuits.
- Prepare a detailed schedule for your project's roll-out.
Karim Hajjar of Solvay is the 'Trends CFO of the Year 2022'
Trends and BNP Paribas Fortis highlight the performance of a Belgian financial director with this award, which was presented for the eleventh time on 1 June. Recticel won the 'Deal of the Year' award.
Photographer: Christophe Ketels
Karim Hajjar, CFO of the Solvay Chemicals and Materials Group, accepted the 'CFO of the Year' award at the Brussels Expo on Wednesday evening following Ingrid Daerden from Aedifica. The 59-year-old Brit has been the financial rock in Solvay’s branding for nine years, and has helped transform the traditional chemical group into a world player in high-tech plastics.
Fighting spirit and drive
In 2013, Hajjar joined Solvay as CFO. He first worked under CEO Jean-Pierre Clamadieu, with whom he completed over fifty deals. Since 2019, Hajjar, a father of five, has been assisting Clamadieu's successor Ilham Kadri through the pandemic and other crises, and streamlining the group. As part of this streamlining, a breakup of Solvay is planned for the second half of next year. One part, provisionally called EssentialCo, would include historical activities such as soda ash and the Silica branch, which focuses on the car tyre sector. The other part, SpecialCo, will include the fast-growing special polymers for
smartphones, the composite business in the aerospace and automotive industries, among others. “A no-brainer”, says Hajjar, who has faced much hotter fires in his life. Born in Beirut, he grew up during the Lebanese civil war. His family lost everything, which formed the breeding ground for Hajjar's fighting spirit and drive.
Karim Hajjar won out over four other strong candidates: Kristiaan De Beukelaer (Media House), Maud Larochette (N-Side), Geert Peeters (Greenyard) and Johan Vankelecom (Belfius).
Recticel wins the 'Deal of the Year 2022'
For the fourth time Trends also awarded a 'Deal of the Year' award. All mergers, acquisitions and capital operations (stock market introduction, capital increase, private placement, etc.) involving a Belgian company in 2021 were eligible. The most important criterion is the financial and strategic added value that the operation created for the stakeholders.
There were five deals in the running, and the one from Recticel emerged as the winner. This major player in polyurethane solutions is active in the furniture, automotive and construction sectors and sold its Engineered Foams division to the American company Carpenter for a final net proceeds of 606 million euros. This was an exceptionally strategic operation, with which Recticel was able to avert a hostile takeover attempt by the Austrian Greiner.
Since 2012, BNP Paribas Fortis and Trends have been putting the spotlight on the exceptional qualities of a CFO of a top 500 company in Belgium. In 2019, the 'Deal of the Year' award was created. Because rewarding and encouraging contributors to our economy is also Positive Banking.
Congratulations to the winning CFO, the team behind the winning “Deal of the Year” and to all the other candidates.