Corporate Strategy and Sales Strategy

Over 20 years of global field experience in the following areas:

• Corporate Strategy
• Marketing
• Communication
• Sales
• After-Sales

In the following domains: B2B (general), industry, aeronautics, security, public transportation, energy (electricity generation and high-voltage to low-voltage transmission), mining, cement, and Clean Tech (CO2 Capture).

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Corporate Strategy

Strategy first requires defining a vision with objectives to be achieved. Once that vision is set, it must be executed. This requires a tactic, expressed in a Business Plan or Business Case, which is built as follows:

1. Situation Analysis
   • External situation:
     • Market assessment (trends and projections)Gathering the Voice of the Customer (VoC) by talking to clients and prospects (to ensure we fully understand their needs), resulting in market segmentationCompetitor analysis (market share, positioning, differentiators, strategy)
     Internal situation:
     • Assessment of the company’s internal processesBrand evaluation
   This situation analysis should be a true, objective picture (no self-deception) of reality—or rather our perception of it—at a given moment. These elements are grouped and analyzed to produce a strategy following a methodical SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).
2. Strategy
   • Product/Service Marketing Strategy: This is the strategy for our offering (a new product or not, including any development to maintain and grow market share). Use of the Ansoff matrix.
   • Customer Strategy: Target customers by market segment and sales tactics.
3. Actions and Resources
   This section outlines the necessary plan to execute the strategy, defining the required actions across all company functions and the resources to be mobilized (internal, external funding). It also covers topics such as mergers and acquisitions.
4. Implementation and Monitoring

Experience:

• Personal start-up business plan (aeronautical retrofit, B2C)
• Business plan for steam turbines (Alstom Power, now General Electric)

Product/Service Marketing (Offering)

Developing an offer (product or service) that can be sold. This means defining all the product/service characteristics so that it creates value for our customers, and therefore for the company and its shareholders or investors. Often accompanied by an R&D budget and monitored throughout its lifecycle, the product/service must then grow the company’s market share.

Experience:

• Steam turbine Product Manager at Alstom Power. R&D program arbitration. Convinced industry leaders to change their product strategy.

Communication

Defining the communication strategy to make the company and its existing/new products/services known to the market. This involves communication channels, visuals, brochures, articulating added value, promotional activities at professional conferences, roadshows—everything is analyzed and decided.

Experience:

• Turbo-generator Promotion Manager at Alstom Power. Delivered presentations to very large audiences. Defined messages to highlight the added value of a wide range of products.

Sales

Covers:

• Sales budget preparation: bottom-up and top-down approach
• Sales development strategy
• Business development
• Prospecting: cold calling, cold emailing
• Penetrating new prospects, understanding the decision-making process
• Preparing offers, convincing decision-makers, closing, negotiation
• Customer management
• Optimizing the sales funnel

Experience:

• A total of 50 million euros in order generation:
  • Enertec: 1M€
  • Saft: 10M€
  • Alstom Power: 30M€
  • Most recent position: 8M$ in 8 months (including offer preparation and negotiation)
• Market penetration: Enertec, most recent position, personal start-ups.

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Mastering Growth: Tailored Sales Strategies for Every Phase of Your Company’s Journey