Most of the companies have inside the potential commercial capabilities required to overcome the challenges of the Internationalization. ICB&B’s mission is to provide an actionable method to bring them out, and proactively use them taking advantage of the multitude of opportunities offered by the global markets in the world. By properly using their unique proprietary capabilities companies get control of their destinies winning the challenges of Internationalization.

In a globalized world, commercial Internationalization is no longer an exciting opportunity but a matter of survival. The economic cycles of the domestic markets have forced companies to look for expansion in the culturally and geographically contiguous international markets and in the new and more dynamic emerging countries. On the other hand, the globalization of the commercial trade has made our domestic markets lucrative targets for our international competitors that today compete directly ‘’in our own playgrounds’’ often with superior resources.

Which are the changes that our commercialization strategies face in a globalized marketplace?

  1. Web marketing has internationalized commercial information changing the way our customers look at the products and services they need. International clients today are more knowledgeable about our products than we are about their needs.
  2. The decision process has become more complex. Sitting at the negotiation tables we see often numerous stakeholders headquartered in different countries, having divergent needs and targets and making the decision process increasingly complex and long. The use of experts in international negotiations has elevated commercial negotiations to unprecedented professional levels.
  3. In a customer centric world with competition increasing, clients’ contractual power has dramatically increased; the international competition of the emerging countries is having a huge impact with prices and margins under pressure.

A recent analysis published on HBR (Harward Business Review) shows that clients engage our sales departments when the decision process is already in an advanced stage when 57% of the decision process is fulfilled. Long begore talking to suppliers customers learn from pier experiences and on the web, use effectively professional socials to get references, build teams to generate a solution that satisfy their needs and only at that point in time they engage their buyers who contact our sales channel when most of the questions have been answered. What remains to be done is a usually the final price-negotiation of a product customers often sees as commoditized at this point in time. Product’s quality, the brand image, the price/performance ratio, the post sales assistance, are all important elements of our franchise, but in the Global Market they do not contribute for more than 50% to our customers loyalty. This does not mean that these elements are unimportant; on the contrary they have all to be there to be competitive they represent the basis on which we build our competitive advantage: our unique buying experience. Ultimately people make companies International.

To build a really compelling buying experience for our International Clients, we start from a global commercial strategy but focus on its implementation at a local level (Think globally, Act locally), becoming closer to our customers and their needs.