2. “Expand your Business with Smart Human Capital”
Boudewijn Dupont – Managing Director 3W
Chairman of the Board of Directors at Federgon – Interim Management committee
Expand your business with 3W
1. A smarter HR Machine
2. Strategy & International Growth, by Marc Feyen
3. Sales Tactics to Accelerate and Win, by Michael Humblet
Welcome
3. ABSENTEEISM
Absenteeism rate, cost of
absenteeism, ratio vacation
vs. sick leave,...
‘SOFT’ HR
DATA
RECRUITMENT
The hiring funnel: time to
hire, applicant-to-hire ratio,
recruitment channels,...
TRAINING & DEVELOPMENT
Assessment scores, hours
of training followed, training
effectiveness,...
HAPPINESS &
CULTURE
Employee satisfaction score,
employee engagement,
(in)voluntary turnover rate,...
EMPLOYMENT
Total hours worked, per
project, # employees &
contractors, personnel
turnover rate,...
FINANCIAL
Total & avg salary cost,
benefits, % of cost of the
workforce,...
01
02
03
06
05
04
‘HARD’ HR
DATA
4.
5. Our Services
Our core-business is Interim Management since +22 Years
Over the years this core is extended with Executive Recruitment, Perm
Placement, Business Coaching and Freelance.
Mostly self employed people with tons of experience and from time to time
willing to invest in companies via a Management Buy In!
30. “Strategy & International Growth”
Marc Feyen – Business Coach & Independent Board Member at 3W
Founder & Member of the Board of Directors at Pandion Partners Worldwide
33. DEFINITION
Strategy is the direction
and scope of an
organization over the
long term which achieves
an advantage in a
changing environment
through the
configuration of
resources and
competences with the
aim of fulfilling
stakeholder
expectations.
34. DEFINITION
Strategy is the direction
and scope of an
organization over the
long term which achieves
an advantage in a
changing environment
through the
configuration of
resources and
competences with the
aim of fulfilling
stakeholder
expectations.
• Entrepreneur
• Owner / shareholder
• CEO
35. DEFINITION
Strategy is the direction
and scope of an
organization over the
long term which achieves
an advantage in a
changing environment
through the
configuration of
resources and
competences with the
aim of fulfilling
stakeholder
expectations.
• Entrepreneur
• Owner / shareholder
• CEO
Question 1
36. ① “Where are we going to?”
A GOOD STRATEGY ANSWERS TWO BASIC QUESTIONS
37. ① “Where are we going to?”
A GOOD STRATEGY ANSWERS TWO BASIC QUESTIONS
Decisions to be taken !!!!!
• Staying local or
internationalize.
• Why – Where – When?
• Analysing the external world.
• Generating strategic options
and making strategic choices.
• Taking actions that determine
whether a company prospers or
dies.
38. DEFINITION
Strategy is the direction
and scope of an
organization over the
long term which achieves
an advantage in a
changing environment
through the
configuration of
resources and
competences with the
aim of fulfilling
stakeholder
expectations.
• Entrepreneur
• Owner / shareholder
• CEO
Question 2
39. A GOOD STRATEGY ANSWERS TWO BASIC QUESTIONS
② “How are we going to get there?”
40. A GOOD STRATEGY ANSWERS TWO BASIC QUESTIONS
② “How are we going to get there?”
41. A GOOD STRATEGY ANSWERS TWO BASIC QUESTIONS
② “How are we going to get there?”
Decisions to be taken !!!!!
• Who – What – How?
• Balance between people and
technology.
• What resources do we have?
Do we use them fully?
• Which lacking resources must
we have?
• Planning that the strategies
selected are executed
effectively.
50. INTERNATIONAL GROWTH – HOW?
o Starting from
scratch - direct?
o Via existing
distributor(s)?
o Partnership(s)?
51. INTERNATIONAL GROWTH – HOW?
o Starting from
scratch - direct?
o Via existing
distributor(s)?
o Partnership(s)?
o Acquisition(s)
o Merger(s)
52. INTERNATIONAL GROWTH – HOW?
o Starting from
scratch – direct?
o Via existing
distributor(s)?
o Partnership(s)?
o Acquisition(s)
o Merger(s)
o Joint-Venture?
o Licensing?
53. 1. Starting from scratch > direct to the market?
Setting up organisation locally?
Talent search
INTERNATIONAL GROWTH – HOW? o Starting from scratch –
direct?
o Via existing
distributor(s)?
o Partnership(s)?
54. Across the globe, skilled professionals are in short supply….
AI = Artificial Intelligence
Source: Gartner (January 2019)
55. 1. Starting from scratch > direct to the market?
Setting up organisation locally?
Talent search
Or just delivering from Belgium to new market?
What about after sales service?
2. Via existing distributors?
Margin split
Control over the end-customers?
Legal responsibility.
Conflict of interest.
3. Partnerships?
What are the rules?
What is the mutual benefit of a partnership?
Conflict of interest.
INTERNATIONAL GROWTH – HOW? o Starting from scratch –
direct?
o Via existing
distributor(s)?
o Partnership(s)?
56. 1. Joint –Venture?
Potential next step after a succesfull partnership.
Intermediate step towards a full acquisition.
% sharing?
Legal responsibilities.
2. Licensing?
What could be advantage of it?
Legal
INTERNATIONAL GROWTH – HOW?
o Joint-Venture?
o Licensing?
57. Acquisition / Merger?
Why would you buy? Buying market, eliminating a competitor, …?
What will you bring to the acquired party?
Always counterbalance Value and Risk.
Be clear on your future outlook.
Do you have an alternative in case not to do an acquisition?
Make a solid and convincing strategic plan. You will need in order to
get banks and/or other investors on board?
Prepare well in advance your 100 days post-merger integration plan,
or do want to keep it as a seperate and stand-alone BU?
Think always strategically.
Let you be assisted by a professional M&A advisor. The acquisition
process is a full time job.
INTERNATIONAL GROWTH – HOW?
o Acquisition(s)
o Merger(s)
58. A proprietary
advantage
Factual information
about consumers
New ways of getting
long-term insights
A better understanding
of consumer motivation
Consumer
Understanding
Information
Information
Understanding
Insight
Insight
no one
else has
A proprietary
advantage
Factual information
about consumers
New ways of getting
long-term insights
A better understanding
of consumer motivation
Consumer
Understanding
Information
Consumer
Understanding
Information
Information
Understanding
Insight
Insight
no one
else has
Source: Research International
Customer Insigth is crusial
INTERNATIONAL GROWTH – HOW?
59. 59
A FEW KEY INSIGHTS FOR INTERNATIONAL GROWTH
1. GROWING MEANS NEED OF (FINANCIAL) RESOURCES – HOW MUCH, WHEN, TYPE OF INVESTOR,
ACCEPTING THE RISKS.
1. BE PREPARED FOR THE CHALLENGES THAT GROWTH WILL ALWAYS CREATE – DIRECTION,
LEADERSHIP, IMPLEMENTATION, ALIGNMENT, SPENDING A LOT OF TIME IN YOUR NEW GROWTH
MARKET.
1. BE SENSITIVE TO ACCEPT OTHER CULTURES AND TO INSTALL THE RIGHT CULTURE INTERNALLY TO
MAKE SURE YOU ACHIEVE YOUR GROWTH PROJECTIONS.
1. KEEP THINKING STRATEGICALLY, BUT BE FLEXIBLE IN ADJUSTING YOUR STRATEGY WHEN
NEEDED.
1. APPOINT A QUALITATIVE (ADVISORY) BOARD TO KEEP CONTROL ON THE YOUR GOALS &
OBJECTIVES.
61. 61
“Rethink and Renew your Strategy”
Companies are ‘Living Entities’ with no intrinsic ‘right’ to survive or prosper:
62. 62
“Rethink and Renew your Strategy”
Your Vision of Your Future
is the Greatest Asset you have
Companies are ‘Living Entities’ with no intrinsic ‘right’ to survive or prosper:
68. 1. Referral Leads
From your Network & Personal Brand
2. Inbound leads
From people/companies finding you
3. Outbound Leads
Cold outreach to prospects
Michael@chaomatic.com
Origin of Deals
69. 25%10% 50% 75% 90% 100%
• Qualification of
deal criteria are:
1. Budget
available
2. Authority
3. Is there a real
Need
4. Closable
Timeframe
• Presentation of
the solution via
demo or
workshop.
Budget &
timeframe gets
defined
• Creation of the
offer & proposal
to customer &
interact
internally:
1. Legal: NDA,
contracts
2. Finance:
credit check
3. Proposal
• Formal
agreement on
the offer from
the business
sponsor.
• Negotiating
phase with
customers
Procurement
• Received signed
PO & hand over
to deployment
• Quarterly status
meeting
internally &
externally to
communicate
status with
customer. Goal
is to have a
quality
reference and
discover upsell
opportunities
Manage your sales pipeline
100%
QUALIFICATION PROPOSALPRESENTATION NEGOTIATION VALIDATION CLOSING FEEDBACK
71. The Customer Buying Journey
Use &
Expanse of
service
BUYER CENTRIC
AWARE
of a problem
EDUCATE
To gain insight SELECT
Right service
INTEGRATE
Service into daily life
76. Michael@chaomatic.com
CREATING URGENCY – HOW?
Underestimated Problem
The problem is far greater
in magnitude and needs an
alternative approach. They
have underestimated the
problem
1.
Unrecognised Driver
The problem is driven by a
different root cause than
they realise. This way the
problem more manageable
than previously thought
2.
Unanticpated Problem
An Unrecognised problem
is fast approaching and it
is worse than it seems and
unlikely to disappear
3.
Present a new way forward that only
YOU can offer
77. 1.
Attention
2.
Trust
3.
Structure
4.
No Friction
Be present where the
attention is of your
dream customer. Where
they consume content &
get inspiration.
Trust makes people buy.
Trust is created by
expertise, social proof,
references,…
You have done this
before, show how.
Structure gives peace of
mind to executives.
Optimized processes, fast
delivery and avoiding
internal all friction is how
you create a winning sales
machine
The 4 steps of selling
Michael@chaomatic.com
83. Inbound
Outbound
Inbound
Outbound
Inbound
Outbound
10% 50% 80%
90% 50% 20%
By scaling Inbound through marketing & SDR you will build more scale &
a predictable sales machine
Match Your Sales & Marketing team to your Acquisition strategy
Michael@chaomatic.com
Sales Hero
Culture
84. Sales Team setup : implement SDR Model
Responsible for:
• Prospecting
• Meetings
• Closing
Sales rep
Responsible for qualification and
lead gen
• Qualification
• Lead Gen
• Social
SDR / Inside Sales
Helps Customers to be
successful with your
product
Customer Success
Responsible for lead generation
Marketing
Michael@chaomatic.com
87. Example of Sales Narrative flow
Michael@chaomatic.com
The problem Impact of problem
Structure
Why YOU existFrame vision & Model
Use Case = impact Next ActionHow does it work
88. De juiste leermethode
Traditional Learning
E-Learning
Intelligent Learning
Learning Analytics
Expertise Mapping
Unreliable Knowledge
Unpredictable Knowledge
Predictable Knowledge
Validated Knowledge
Expert Knowledge
Professional
Enterprise
Standard
90. What Customers do you want ?
Dream
Customer
Their Main
Problem
BAIT
Your
Solution
Michael@chaomatic.com
91. But first: what is real Value?
Michael@chaomatic.com
AS A SERVICE
INSPIRATION EDUCATION
TELL ME, Make
me dream,
show me the
potential
TEACH ME so I
can do it myself,
give me tools
and examples
DO IT FOR ME,
Unburden Me
Sales of your
product or Service
92. Building Bait : the value ladder
Survey
Mini-Guides
Canvas
Meetings/buy
AS A SERVICE
INSPIRATION
EDUCATION
Use Case
Events
Always, Always
Be Upselling
97. Learn more = Sell more
youtube.com/michaelhumblet
DISCLAIMER
These movies may contain strong language, moderate pain and scenes
some attendees might find offensive. Don’t hold me accountable.
www.chaomatic.com
