(Past illustrations) Introducing products from the European market into the U.S. market

(This past illustration describes something that I performed in my career, either for a Bredemarket client, for an employer, or as a volunteer. The entity for which I performed the work, or proposed to perform the work, is not listed for confidentiality reasons.)

PROBLEM

There was a strong desire to introduce two products, popular in the European market, into the U.S. market. However, the products could not be introduced as-is without adaptation.

klompen from the Netherlands. By Berkh – Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=17202956

SOLUTION

For the first product, I participated as part of a team that not only identified the peculiarities of the U.S. market (which differed in significant ways from the European market), but also identified target customers (both core customers and growth customers) and estimated revenue for the first product. The initial revenue estimates were unrealistic and were revised.

Several months later, as we were preparing the introduce the product in the U.S. market, I created the sales playbook for the product. This included a product description, competitive products, and answers to frequently asked questions. This playbook was presented to account managers via a webinar upon completion.

For the second product, I again participated as part of a team that identified the peculiarities of the U.S. market. In this case, the U.S. market was VERY peculiar, and it was determined that it would be best to enter the market slowly, via strategic partners.

Some time later, we were asked again to enter the U.S. market. I provided the historical perspective from the earlier analysis, noting that the U.S. market was STILL very peculiar, and that no changes to the original strategy were warranted.

RESULTS

The first product has been successful in the U.S. market, has advanced through several generations, and continues to expand its functionality and its reach.

The second product has not yet been successful in the U.S., since the peculiar market conditions continue to exist.

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