Bâtissons ensemble votre stratégie à l’international
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JWA Strategy builds your
international strategy with you

Our

STRATEGIC ADVICE

BUILDING YOUR INTERNATIONAL STRATEGY

Build, with executive management, their strategies for developing sustainable and socially responsible growth on the international scene

OPERATIONAL COMMITMENT

EXECUTING
YOUR STRATEGY

Execute the strategy on a daily basis, to support our clients sustainable growth internationally

  • Deploy the strategy and carry out all or part of the action plan
  • Reorganise the company structure completely or partially, adjust key operational functions to ensure the target strategy is accomplished
  • Provide tools and methods to all company stakeholders

YOUR

Regarding your international concerns, we know that you are facing the following issues:

Why?

It often happens that as a company begins serious reflection and the management team is asking the right questions, yet the strategy is being devised without truly being formalised and applicable.
Launching international expansion on shaky ground significantly increases the risk of failure, and has the potential to put the company’s viability in danger.
The goal is thus to fill in the missing pieces in order to formulate a strategy that can orient the company towards sustainable international expansion.

How?

By starting from what you have, you’re able to identify faults, points that need improvement and those that are missing from the strategy. This will allow you to begin the thought process to complete, fine-tune or question the current strategic axes.
You can then consolidate them with respect to the points identified.

What actions must be taken?

  • Analyse and compare your current strategy with your goals.
  • Determine the areas for improvement, and the points that need more definition.
  • Define your course by making the strategy official, and communicating it.

Does this describe your business?

Our business is helping you consolidate your international business strategy. Tell us more about your situation, or find out more about our offers below.

Why?

The desire to expand into a foreign market is one thing, but knowing your destination and why you’re headed there is another.
Many companies export out of opportunism, without analysing the market beforehand - and 40% of these won’t make it through their first year.
Analysing your company, your offer and the potential target markets will equip you with real arguments to support decision-making and ensure that your international expansion is sustainable, precisely because it has been planned and tested.

How?

First of all, determine the current situation of your company in terms of resources, offer and the means you can mobilise. In this way, you could also determine whether or not it is opportune to pursue international expansion and when.
No market is alike, and numerous factors must be taken into account in your assessment. It doesn’t involve simply choosing a market because of its size or its type, but finding the most suitable market.
For this to be achieved, it’s important to evaluate several possibilities and determine which would be the most favourable, using concrete arguments. This will enable you to set up a strategy and action plan that will guide your entry onto this international market.

What actions must be taken?

  • Take stock of your company by identifying the strengths and weaknesses of your offer, and your organisation’s capacity for internationalisation.
  • Analyse several target markets and their particularities to develop expansion scenarios and indicators for selection.
  • Draft an operational roadmap that will guide your steps and support the transition.

Does this describe your business?

Our business is helping you identify markets with potential. Tell us more about your situation, or find out more about our offers below.

Why?

You wish to address a foreign market but oftentimes, it is not the same typology as your domestic market.
Therefore, your offer needs to be adapted to fit the need and client expectations, or a completely different offer must be created in accordance with the target market.
Diversifying allows you not only to create an offer that is positioned and dimensioned for international business, but also to introduce it more easily into the competitive environment present on its target market.

How?

First of all, analyse your current offer: positioning, target, and differentiation. You must start from there to identify where you have room to manoeuvre.
You could then analyse the target market to identify its key points and particularities. This will help you determine how and to what extent you will change your offer to best fit these requirements.

What actions must be taken?

  • Evaluate your current offer and the margin for improvement or modification. Consider fine-tuning a new offer.
  • Analyse the target market in order to develop diversification scenarios and indicators for selection.
  • Draft an operational roadmap that will guide your steps and support diversification.

Does this describe your business?

Our business is helping you diversify your offer abroad. Tell us more about your situation, or find out more about our offers below.

Why?

Because a company’s external environment is in constant evolution, and even a company in good financial health at a specific point in time must continue to adapt in order to stay connected with its market.
If your company has reached a critical size and you notice that your revenue is stagnating, that your flagship products or solutions are not as profitable as before, it’s a sign that your business model has reached its limits.
Now is the time for your company to change how it operates, before it is confronted with serious financial difficulty and threat from the competition.

How?

The most important thing is to recognise the need for change, thus enabling you to begin the process of careful consideration that will help you determine your goals and which steps to take.
Once your vision is clear, you can start to think about the strengths and weaknesses of your activity and identify what must be changed by developing several hypotheses.
Finally, set it all to music. Guide the operational change by meticulously following the action plan established upon conclusion of this process.

What actions must be taken?

  • Define the strategic vision in the short, mid and long-term, along with your management team.
  • Analyse the existing model and the possible growth scenarios.
  • Develop the roadmap and steer the transformation of your business and teams.

Does this describe your business?

Our business is helping you define your business model. Tell us more about your situation, or find out more about our offers below.

Why?

All projects begin with an idea, but the strength of a project is the structure that’s built around it via the strategic axes. These lead you to determine whether it is viable or not, as well as whether it will persuade others to come on board.
The business plan is the document that will allow you to examine the project from all sides and determine both its feasibility and its evolution.
It is an indispensable element for raising capital or for obtaining financing. This is why writing a solid, quality business plan is a crucial step in firming up the project.

How?

First of all, determine your goals: what would you like to accomplish as a result of your business plan? Who do you want to reach, and how?
Each audience is unique, and your business plan must be adapted to fit the one you’re targeting. On a large-scale project, you should draft as many business plans as you have audiences. The information and formatting will vary significantly from one document to another.
Finally, your project should be evaluated from the perspective of the following parameters: need, offer, resources (personnel and financial), and profitability. The business plan must clearly demonstrate the viability of the project, in a structured way.

What actions must be taken?

  • Define the strategic purpose of the business plan and the goals.
  • Construct a solid, coherent business model that will be as appealing as it is convincing.
  • Draft the documents according to the audience and their expectations.

Does this describe your business?

Our business is helping you define your international business plan. Tell us more about your situation, or find out more about our offers below.

Why?

You’ve formalised your international expansion strategy but your company is not yet suited or dimensioned to it. You must create synergies between the company, the activity and its international expansion.
In the majority of cases where companies fail, the problem lies in the lack of adjustments made in view of its internationalisation.
The people, activity and processes must gradually adapt to the context of your future activity, and not simply to your domestic context.

How?

First of all, your strategy and your goals must be clear and formalised, meaning that they are communicated within the company. Your teams must know where you’re headed, why, and how you’ll get there.
Then, it’s important to design the operational processes to implement and identify the requirements in terms of resources. This will help determine the steps to take from an operational standpoint.
The heart of each company is the people that are a part of it, and “transformation” means changing habits and routines. The goal is to lead your teams and reassure them so that they get involved and move past their natural reticence in the face of change.

What actions must be taken?

  • Define the goals and the strategy.
  • Analyse the company’s current operating model and identify what must be adapted to meet the strategic goals.
  • Set up new operating models.
  • Communicate the strategy and get teams involved.
  • Steer the transformation gradually, by guiding teams through the transition.

Does this describe your business?

Our business is helping you reorganise your company for international business. Tell us more about your situation, or find out more about our offers below.

Why?

There are several motivating factors for wanting to grow through external expansion:

  • Establishing the company on a market to reduce barriers to market entry.
  • Edging out or weakening the competition.
  • Acquiring new skills or know-how.
  • Safeguarding procurement or distribution abroad.
  • Growing in order to achieve economies of scale.

How?

First of all, the company’s current situation must be identified in terms of resources, ways of operating, and the positioning of its offer. This will allow you to determine the needs that the driver for growth will fill.
Then, make hypotheses depending on the expectations and possibilities that each solution offers. This step will allow you to orient your choice on whether to open a subsidiary, create a joint venture, a merger and acquisition, etc.
The next step entails finding the right driver and securing the operation with regards to key aspects of the transaction. For example, confidentiality, IP, finances, legal framework, and setting up the driver for growth.

What actions must be taken?

  • Take stock of your company and its needs, in order to define the goals.
  • Analyse the various possibilities and select the best scenario using sound indicators.
  • Select the company profile in terms of its technical, financial and human aspects.
  • Structure the operation and steer the driver for growth.

Does this describe your business?

Our business is assisting you with external growth operations. Tell us more about your situation, or find out more about our offers below.

Why?

Setting up abroad requires substantial resources, and some countries are not easily accessible due to entry barriers.
Associating with a local business allows you to share the risks and benefit from your partner’s experience in the target market. In particular, this is a choice solution for:

  • Developing a sales or procurement network.
  • Improving skills and know-how through your partner.
  • Accessing a strategic market and taking advantage of local development aid.

How?

First of all, your company’s current situation must be identified in terms of resources, ways of operating and the positioning of its offer. This will allow you to determine the needs that the partnership will fill.
Depending on the needs, you may identify the type of partner you seek and choose the right one from a hand-picked panel.
The next step involves building the partner relationship. The cultural gap, but also individual differences require real efforts to collaborate. You must learn how to work together through a shared vision and common goals.

What actions must be taken?

  • Take stock of your company and its needs, in order to define the goals.
  • Audit the possible partners and select the best fit, using sound indicators.
  • Build trust and establish the partnership dynamic through in-person meetings.
  • Safeguard the scope of partnership.
  • Put work processes into place according to the company culture and cultural specificities.

Does this describe your business?

Our business is assisting you with the search for partners abroad. Tell us more about your situation, or find out more about our offers below.

Why?

Exporting your offer abroad requires dedicated resources and a precise strategy.
It isn’t enough to recruit an export manager who will do all the preparatory work and take charge of operations.
An export department, no matter the size, must be able to address the specific context of the target market and be designed and dimensioned for it, to ensure commercial success abroad.

Why?

It’s vital to determine the results expected from export, in both financial and operational terms.
By comparing your existing structure with the goals, you can identify the need for resources, operational processes, finances, etc. This will also help you to determine the size of your export department.
Finally, you can obtain the necessary resources and define how the department will operate.

What actions must be taken?

  • Define the strategic goals for export.
  • Analyse company resources and determine the requirements.
  • Acquire the necessary resources according to the need identified.

Does this describe your business?

Our business is providing support as you create your export department. Tell us more about your situation, or find out more about our offers below.

Why?

In a complex global ecosystem, many types of distributors exist, each one with their particularities. An incoherent, uncontrolled distribution network can be costly for your company, without actually providing any added value.
Your distributors are the vehicles of your company’s growth through export, and it’s important that your distribution chain is well-managed. The more importance you give to the organisation and proper functioning of your distribution network, the more your international presence will be bolstered by your network of distributors.
Ideally, your distributors will be your brand ambassadors and contribute to your company’s international performance.

How?

Outline the ideal profile for your distribution network, by determining the goals and expectations for performance.
Then, you’ll need to evaluate your distributors and determine their margin for improvement. If one of your distributors has poor results, determine the causes in order to decide whether it’s possible to improve your working relationship or whether you need to bring it to a close.
Finally, set it all to music. Think of your network as an ecosystem, and make communication a priority in order to define an optimal operating model.

What actions must be taken?

  • Define the strategic goals.
  • Audit the distribution network and identify possible changes.
  • Construct the overall process with your distributors.
  • Steer and motivate the network to create a collaborative environment.

Does this describe your business?

Our business is assisting you with the development of a high-performing and goal-oriented international distribution network. Tell us more about your situation, or find out more about our offers below.

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OUR INTERNATIONAL TRANSFORMATION METHODOLOGY ©

WE HAVE DEVELOPED A 7-STEP METHODOLOGY TO ENGAGE WITH YOU ON A LONG-TERM BASIS AND SUPPORT YOU ON A DAILY BASIS IN YOUR INTERNATIONAL GROWTH.

Strategy Assessment

Goal: Monitor results against
objectives, adjust through remedial action

Strategy Execution

Goal: From strategy to implementation
of the operational action plan

Strategy Making

Goal: Select the development scenario
& devise the business plan and the related action plan

Strategic Studies

Goal: Feed the thought process
with development scenarios

Strategic Review

Goal: Obtain strategic recommendations
to reduce the identified risks and shortcomings

Onboarding Session

Goal: Forge the vision, the ambition
and make the action plan in order to build the strategy

International readiness diagnosis

Goal: An initial analysis that's essential for getting
to know you and identifying areas for improvement

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