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 Global Business in EDA
Modesto (Mo) Casas
Modesto (Mo) Casas
Modesto guides Founders, Entrepreneurs, Executives, and Board Members around the world to launch, accelerate and optimize sales growth and performance in their organizations, leverage their strengths and avoid the hidden challenges that stand between great ideas and sustainable revenue. Mo has … More »

Focus a Global Reseller Channel on Your Product

December 1st, 2020 by Modesto (Mo) Casas

You can turn an indirect channel into a remarkably productive sales team. Make your products easier to sell to become a high sales priority for your channel.

When I first engage with existing international sales channels, I find most are suffering from lack of information, support, and not spending enough time selling my client’s products. I have had repeated success by installing these four initiatives that you can implement yourself.

Share good information with the reseller

Keep the indirect channel up to date with product and competitive information. Prepare them to sell in the same way as your direct sales team. Include them in sales training, product training and product roll out events. Give them access to the same technical and marketing support as your own sales employees.

Many of my clients invite their resellers to company-wide meetings and include them in corporate conference calls and events. These events enhance communications with headquarters and form relationships with the people who will support them.

Local salespeople usually have the most up to date competitive information and regional trends. I ask the resellers attending sales meetings to present local trends, one win, one loss, and what they learned from their experience. This information illuminates what is working and what changes need to be made to help them.

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Globalizing Sales in a COVID-19 Environment

October 14th, 2020 by Modesto (Mo) Casas

Fifty percent of EDA business is typically done outside of the United States. Since COVID, driving global revenue is just as important, but more difficult than ever. I have been helping small and mid-sized EDA companies to accelerate global revenue for two decades. I hope that my experience can help you in these challenging times.

In the technology sector, and EDA in specific, almost all strategic customers have global operations. An evaluation in India, for a customer who will place an order in the United States is not uncommon. A global approach is necessary to serve these strategic customers.

In the COVID-19 market environment, it is more difficult to travel to meet and support new and existing customers. The common “visit from headquarters” is nearly impossible. Suppliers need a local team to reach and support customers locally.

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Pilot Projects Ease New Software Buying Decisions

August 4th, 2020 by Modesto (Mo) Casas

Complex products sometimes require long term use in the user environment to verify the viability of the solution being evaluated. Busy buyers have little time to set work aside and evaluate in depth.

The Pilot Project enables the use of a product before the buyer decides to purchase. The evaluated products can be used on a real project, exposing features, usability, and vendor support in a full customer experience. A successful Pilot Project lowers the buyer’s risk.

The Pilot Project must include several elements:

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The Contingent Purchase Order Reassures Buyer and Seller

July 7th, 2020 by Modesto (Mo) Casas

Who has time to evaluate?

After a nominal evaluation, an EDA tool buyer may find that a product can help improve their design flow, but it is missing a critical feature. It is risky for the buyer to purchase “as is”.

The seller may want to develop the feature. It will take time, money, and resources. It is risky for the seller to invest in developing the feature without a buyer’s commitment.

One way to accelerate this sales cycle is to offer a Contingent Purchase Order.

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3 actions a small EDA Company can take to save 2020

June 9th, 2020 by Modesto (Mo) Casas

As the market reopens, small EDA companies must reengage prospects, revive customer engagements, prioritize opportunities, and close them quickly. Many EDA companies have lost close to 6 months of active selling in 2020.

There are three actions that a CEO can implement today to accelerate sales:

1. Explore stalled opportunities.

Projects put on hold in Q1 are prime targets for short term business. End users have deadlines too. Every single stalled opportunity needs an urgent call to the highest relevant executive at the potential customer.

It is best to match executive levels for these calls. A small company CEO might call another CEO, or a Division General Manager at a larger company. A CTO always calls a CTO.

Begin making customer calls while competitors go back to the old ways of sending emails and waiting for prospects to respond.

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Are you missing the opportunity to go global? These tips will signal if you are ready

March 6th, 2011 by Modesto (Mo) Casas

Expanding business overseas is important. If you are a small EDA vendor, going global before you are ready can be suicidal. Here are some signals that can help you decide you if you are ready to go global.

Have you been successful at home?

Local success is a prerequisite to going global. Foreign buyers may not know your company and will look at your previous success and local references. It is difficult enough to adapt success to new geographies, languages and cultures.

Knowing what works at home and adapting it to new markets is the best approach. Going to a new market without strong success in your own backyard is usually a bad idea.

Are you being approached by local representatives who want to sell your product in their markets?

This could be a sign that there is demand for your product in new foreign markets. You will notice local firms asking questions about your product, visiting your website or requesting information. The local experts may have uncovered trends or market changes that will open up new opportunities for you.

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Develop Which Europe?

July 18th, 2010 by Modesto (Mo) Casas

I had been working with a client on a new product positioning. It was a very valuable product offering and not very complicated to explain to potential customers. We were on the way back from a busy one week trip to Japan. We had been presenting the product for five days of double two hour meetings followed by wonderful working dinners, where each night the great sake threatened to open the locks to our as of yet unannounced product features. We were taking a few notes and talking about what we had learned. Then the client put his pen down on his note pad and asked “How do you think Europe will react to this. With all sensitivity extracted by the previous nights and days, I responded: “Europe? Which Europe?”

If you watched the World Cup of Soccer, you probably noticed the difference in styles, speeds and organization in the different teams. You may have noticed the French team exercising their individualism even against their own coach, the German team fast and well organized with few outbursts of anger, while the Spanish and Italian teams were full of fire and showing their frustration with pouts, grimaces and much hand flailing. You may also notice the nationalism and rivalry amongst their supporters. This should convince you that Europe is not a country, but rather a continent with different cultures, rules of conduct and ways of doing business. Europe isn’t any more uniform in its ways than the soccer fans are in the color of their face paint (see reference reading below).

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