グローバルリーダー協会の齋藤です。
コテコテの日本企業に入ったRonさん、苦労は絶えませんでした。
After learning the products, business and appropriate markets, I found out that there were a couple of product lines I could sell in Europe and the United States mainly. That took me around two-three years of exhibiting and talking to customers. My most successful exhibitions were the International Hardware Fair in Cologne, Germany (which was once a year and then every other year) and the Specialty Tools & Fastener Distributor Associate (STAFDA) Annual Convention & Trade Show in the US. The beauty of the STAFDA exhibition is that it was in a different US city every year. So, I was able to visit a lot of US cities over the years.
With the sales developed in Europe and the US, many times I ran into production capacity problems. This prevented me from doing any further promoting. My main job was to convince customers not to switch to other suppliers, even though my delivery time went from 2-1/2 months to three months and then to four months. I did lose some customers though that could not wait that long. Also, in owner companies, the owner would have the right to change production scheduling as he liked without getting all the people involve who would be influenced by production changes. They need not follow the standard first-in-first-out production process. My orders were occasionally delayed without warning of 1-2 months for orders from domestic Japan and other markets. This added to my losing customers.
Because of pricing, delivery timing and supply problems, I was not as successful in Africa or Latin America. That was certainly OK for me, as those markets are very far away from Japan and was very happy to handle the US and European markets only.
In the Middle East, I did have spot business, but decide to move very carefully until there supply problems were solved. Once I built a strong network, I stopped all new business development and only serviced existing customers.
Sales and product training in New York
I did have a chance to give my customers sales, sales management and product training several times. I was very happy to learn my truck sales seminars could be converted for other products and industries. They were so successful that this added more to my supply problems and serving the customer after the sale was a real problem. Therefore, I only gave those seminars two or three times, and from that point on only did consulting work when a distributor had a problem or needed help in launching a new product in the market.
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齋藤信幸の生産財の営業はここ。
齋藤信幸のロングステイはここ。
***************************************************************************************
コテコテの日本企業に入ったRonさん、苦労は絶えませんでした。
After learning the products, business and appropriate markets, I found out that there were a couple of product lines I could sell in Europe and the United States mainly. That took me around two-three years of exhibiting and talking to customers. My most successful exhibitions were the International Hardware Fair in Cologne, Germany (which was once a year and then every other year) and the Specialty Tools & Fastener Distributor Associate (STAFDA) Annual Convention & Trade Show in the US. The beauty of the STAFDA exhibition is that it was in a different US city every year. So, I was able to visit a lot of US cities over the years.
With the sales developed in Europe and the US, many times I ran into production capacity problems. This prevented me from doing any further promoting. My main job was to convince customers not to switch to other suppliers, even though my delivery time went from 2-1/2 months to three months and then to four months. I did lose some customers though that could not wait that long. Also, in owner companies, the owner would have the right to change production scheduling as he liked without getting all the people involve who would be influenced by production changes. They need not follow the standard first-in-first-out production process. My orders were occasionally delayed without warning of 1-2 months for orders from domestic Japan and other markets. This added to my losing customers.
Because of pricing, delivery timing and supply problems, I was not as successful in Africa or Latin America. That was certainly OK for me, as those markets are very far away from Japan and was very happy to handle the US and European markets only.
In the Middle East, I did have spot business, but decide to move very carefully until there supply problems were solved. Once I built a strong network, I stopped all new business development and only serviced existing customers.
Sales and product training in New York
I did have a chance to give my customers sales, sales management and product training several times. I was very happy to learn my truck sales seminars could be converted for other products and industries. They were so successful that this added more to my supply problems and serving the customer after the sale was a real problem. Therefore, I only gave those seminars two or three times, and from that point on only did consulting work when a distributor had a problem or needed help in launching a new product in the market.
***************************************************************************************
齋藤信幸の生産財の営業はここ。
齋藤信幸のロングステイはここ。
***************************************************************************************
