In order to get to know client’s resources, 10 internal areas of company’s functioning were analyzed, including organization and company’s management, human resources, corporate culture, administration and control, profitability and financial management, innovations area, quality and technology. Analysis covered also processes such as designing new services, providing services, sales, distribution, marketing, brand and quality of services provided. Export potential of the company was researched applying PERI method which takes into account 4 main factors influencing this potential: Product/Experience/Resources/Information.

There were two stages in choosing target markets for the Client to expand internationally. At the first stage minimum requirements for the markets to be interesting for our client were defined. 6 minimal indicators were applied, such as average GDP growth, size of the market, acceptable risk. The next stage of choosing the markets involved comparing 20 countries fulfilling these minimum requirements according to 6 selected indicators. As a result of this selection, 3 target markets with the biggest export potential were chosen.

Selected target markets were analyzed in terms of defined competitive framework – defining market size, defining clients, analyzing competition and environment. Environment analysis included among others verification of legal conditions, habits, procedures and trade practices. Thanks to this it was possible to determine competitive position of the company on selected target markets and estimate opportunities and risks in terms of carrying out planned aims on selected markets. 

Choosing contractors on target markets started with recognizing sources of information about these markets and about enterprises functioning in this area. Desk research method based on Internet sources was applied, involving selecting main sector portals from the IT area and reading number of professional publications in online editions of sector press, but not only. Trade associations and sector online platforms were identified as well. Using these sources allowed us to carry out marketing analysis providing information about general economic situation in the IT sector on selected market and trends visible in this area. The main aim was to determine sources of information about target group for the Client, which consists of companies creating or using SaaS platforms and next, based on this information, to prepare a database containing complete contact details of potential business partners. 

Promotional activities on target markets included organizing economic missions. In line with earlier adapted assumptions, we focused on the subjects from the sectors of interactive advertising agencies and consulting in the area of business applications. Missions focused on the main city agglomerations, which are the IT centres at the same time. In each case agenda of the meeting was a result of consultations with the client concerning profiles of potential business partners. Due to features of markets, schedules varied when it comes to number of meetings. Despite this factor, we managed to be efficient in each case. As a result, company got real possibilities to expand clients’ portfolio. Carrying out mission included also logistic services, thanks to which client could focus only on tasks within core business. 

Gaining comprehensive data for all the compared markets is a condition for efficiency of analytical tool for choosing the most attractive export markets – Market Selector. We compared 12 markets for the Client, including developing countries, which don’t provide full economic statistics according to European standards. Additionally specifics of the company’s product, produced as half-product applying mainly one technique and using a few out of available plastics, led to the fact that size of the market for this product was virtually impossible to estimate with usually applied production data.

Constructing proper indicators applicable to analyzing how attractive markets are was a challenge. In order to meet it, we used bigger than usually amount of qualitative data, quantified for the sake of the tool. It required bigger than usually amount of time from the consultants, but led to achieving expected level of credibility of the analysis’ results. Out of 12 compared markets, 4 countries were selected; within each of them 1 to 3 most promising sectors for the company’s products’ export were indicated. Part of the results confirmed what client assumed based on local experience and economic knowledge but another part of finding provided new leads, which later on turned out to be very promising. 

The most important information about potential export markets for the Client included: mechanisms of setting up cooperation with foreign providers of plastic parts, standard requirements and structure of local competition. In order to provide such information we carried out research applying phone interviews method among potential clients of the company in selected sectors and countries. Based on this data we created profiles of 7 countries-sectors together with recommendations concerning strategy of entering them, including information such as contact paths, the most efficient forms of promoting offer and content which should be underlined. 

Project resulted in providing client with database of products’ recipients on selected markets. Database included 70 contacts assessed as potential clients, preliminarily interested in cooperation with a new provider, divided into 3 groups according to how attractive the contact is. Each contact included contact details of a person with decision making power at this stage of cooperation as well as commentary concerning needs and other details of the potential client. The same information was provided about all the companies approached in Prospection stage, which gave picture of the sector’s picture on selected markets and the degree of interest in offer of plastic elements’ provider from Poland. 

In 2007 Ageron had a task to find possibilities of expanding market for the Client in new sectors. It was consulting not in the area of entering a new market, but in the area of developing activities on the market penetrated already for 10 years. Scope of our consultants’ job included: analyzing market of plastic in Poland with emphasis on determining its size and share of various plastic materials, analyzing direct competition and role of geographical location in degree of presence on the market, analyzing buying force of various sectors in order to indicate the most attractive ones as well as in-depth analysis of the most attractive sectors. Research project resulted in creating contact database of 123 potential clients, representing mainly 3 most promising sectors. The long-term business advantages for the client was proven by the fact that they contacted Ageron 5 years later, when they exhausted possibilities on Polish market indicated in 2007 and were ready to embark on export activities. 

Preliminary analysis of Indian market in terms of medical equipment’s sales provided client with information about its potential and receptivity. The main task was to estimate value of the market of products offered by our client. While analyzing market, we looked at the competition environment. We estimated number of national producers and foreign companies present in India. Based on this estimation we compared product portfolio and determined leading producers. Analyzing potential ways to enter client’s sector’s market was the next step.

At this stage of analyzing market we examined also prices of products at various stages of distribution and determined at which stage they usually reach consumers. We described the system of purchasing applied by hospitals and pharmacies networks. We provided information as well in the area of health care in India regarding interesting from the client’s point of view illnesses and therapies. In the area of market research we provided information about procedures and requirements related to introducing and distributing medical equipment in India. 

The next stage of cooperation with the client involved identifying business partners according to products which are strategic from the client’s point of view. At the initial stage of entering the market the company decided to promote itself through two main categories of products. Thanks to obtained databases and desk research analysis, interviews with associations and visiting fairs, it was possible to prepare a database of potential business partners for our client.

Taking into consideration that our client was just entering Indian market, we decided to start direct promotion with trade mission. Due to big size of the market and the country itself we decided to focus on New Delhi and Mumbai, using the chance to visit Medical Fair India. As a result of contacting many distributors and presenting client’s profile, potential partners were selected according to client’s expectations. The crucial thing was to take into account big size of the Indian market and scope of potential distributor. As a result of constant cooperation with our client we scheduled meetings with the most promising companies with whom cooperation at this stage of the project could be established. 

AGERON analyzed current situation of the company on the national market (structure of employment, financing, production, quality and team management systems, technological development etc.), diagnosed its competitive position (among others advantages of the product offer, structure of the sector and competition, appropriate distribution channels, quality of marketing tools applied, customers segmentation) and the state of macro environment.

Export potential of the company was assessed based on collected data. Diagnosis was very positive for the client, although weak points were also indicated; they have to be improved in order to limit risks related to entering foreign markets with a wide offer. Nevertheless, export potential was estimated high enough to open the doors to export onto many markets, including the more difficult, namely further ones.

Based on Export Assessment’s activities and tools of strategic management applied in this module, export strategy was formulated – recommendations included diversification of export markets in order to fully use export potential of the company and limit risk related to entering just one market.

All the conclusions from Export Assessment were used by AGERON to formulate Export Development Plan for the company, which became a base for client applying for the programme ‘Passport to Export’.

Financing is the main challenge in case of such wide export activities (10 markets, 15 promotional trips abroad, production of information materials and obtaining international quality certificates). Project for the Labinscy company was financed from the European Union’s funds within Innovative Economy Operational Programme 2007-2013, Action 6.1 ‘Passport to Export’.

Obtaining financing was of key importance. Export Development Plan written by AGERON had to reliably indicate export potential of the Labinscy company and underline the best justified activities, worth financing. Application for financing (written together with the company handling settling applications for the European Union’s fund) had to be correct both in the formal and content aspect. Applying for financing was successful and resulted in client signing agreement with the Wielkopolska Agency for Enterprise Development which carries out Action 6.1 for the Ministry of Regional Development.

While implementing project (expected to be completed in the middle of 2015) AGERON continuously makes sure to fulfill formal criteria typical of the Union’s programmes. In dynamic business reality it might be a challenge to adjust project to our needs. Applications, annexes, changes in schedules are everyday reality of the project, thanks to which AGERON gains more experience in administrative support for entrepreneurs acting within Union’s financing of export activities. 

In line with export markets diversification strategy set in the Export Assessment module, Market Selector aimed at finding a few markets with different features.

The most attractive mature markets could be found in Western Europe. Southern-Western European markets turned out to be interesting as they are less saturated than Polish market in terms of competition; additionally they are important due to geographic proximity. The list of markets was completed with Middle Eastern markets, where the demand for food products is still significant, which is related also to a big number of consumers from Europe and US living there.

Eventually client was advised to expand to 10 foreign markets. We recommended also the most suitable promotional tools for these markets – the most important ones included European food products fairs, but also brand fairs, visited mainly by the commercial chains; economic missions on each market, obtaining certificates needed on selected markets and producing promotional materials dedicated to each market as well as adjusting website to foreign markets’ recipients’ needs. 

Activities stimulating export are financed at the level of 75% of qualified costs. They cover expenses specified in the Ministry of Economy’s regulation, including renting exhibition surface, preparing promotional materials, publishing advertisement in press, purchasing consulting services, trainings or costs related to obtaining certificate.

Submitting application within the deadline is a condition for receiving reimbursement; AGERON helps with preparing such application. Factors which are extremely important in this process include experience in preparing such applications, good contacts with the Ministry’s employees and current cooperation with companies participating in the programme. Thanks to such support, big majority of applications submitted by entrepreneurs was accepted by the Ministry of Economy, which leads to signing agreement and settling costs after each completed event

The Ministry of Economy carried out preliminary assessment of markets and in case of medical and pharmaceutical sectors selected the most promising ones in terms of Polish products’ export: United Arab Emirates, Brazil, Russia, Germany, Switzerland, USA, Czech Republic and China. In case of trade promotional programmes beneficiaries themselves usually indicate specific companies which they would like to meet; our aim is to set up the contact with potential partners and organize a meeting. Working simultaneously in various time zones and different business cultures AGERON’s employees match Polish enterprises with foreign contractors. We encounter many challenges while carrying out this task. Sometimes we tell foreign entrepreneurs about specifics and attractiveness of Polish industry from scratch (US, China). Sometimes inviting to come to Poland, we try to convince to change already established schedule of foreign visits (Germany).

Another way to reach the most interesting trade partners is to participate in meetings with foreign experts, which are organized within trainings and economic missions. Experts invited by AGERON Polska have knowledge and contacts which enable gaining knowledge about structure of selected sector on a given market in an easy way. Polish entrepreneurs can set up direct contact with foreign partners taking part in trade fairs which are included in the schedule. 

Within trade promotional programmes entrepreneurs can participate in:

• fairs
• trainings
• economic missions
• conferences 
• meetings with foreign journalists and experts

Planning any promotional activities we do our best to approach clients individually so that we can fully fit message to their strategic aims and specific features of the market. For example, entrepreneurs often decide to publish in trade press, which in case of American and Chinese markets is a prestigious promotion tool. 

Countries and regions more and more often realize necessity to increase export potential of their companies knowing that strong export position of the region strengthens its economic competitiveness. Key task is to identify strengths of the region’s export offer and then to design activities for the public administration in a way which leads to benefiting from the exporters’ potential even more.

We use our experience in the area of carrying out activities aiming at increasing export potential of the companies successfully cooperating with institutions both on central and local level – we know what kind of support companies expect and from which activities enterprises will benefit the most.