Diversified background in business development, sales and marketing. Expertise in global and strategic account development; experienced in direct and indirect sales channel development and management in international and domestic markets, in commercial and government sectors. Responsible for sales and marketing of professional services to Federal agencies including sourcing, bid strategy, capture management, and proposal generation. Responsible for commercial, federal, state and local government accounts. Top producer in sales.
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Diversified background in business development, sales and marketing. Expertise in global and strategic account development; experienced in direct and indirect sales channel development and management in international and domestic markets, in commercial and government sectors.
Responsible for sales and marketing of professional services to Federal agencies including sourcing, bid strategy, capture management, and proposal generation. Responsible for commercial, federal, state and local government accounts. Top producer in sales. Managed state and local government accounts, including contract management for professional services across all state agencies; including success with Casino Control Commission, New Jersey State Police, Office of Attorney General, Department of Health and Human Services and Motor Vehicles Commission.
This strategic alliance allowed Expand to guarantee global consistency of delivery, support and managed service offerings through DDs 5 strategically placed service centers on a 24x7x basis for our clients mission-critical networks. Responsible for forming strategic alliances with global solutions providers to attract Fortune clientele. Pioneered Expands International global presence by opening markets around the world forming a solid foundation for its international growth.
Developed one and two-tier distribution models, including global distribution policies. Responsible for meeting and exceeding set sales quotas while adhering to established sales rules of engagement. Consistently one of top three sales performers in company. Exceeded Quota. Presidents Club winner. Responsibilities included corporate web services, sales tools, technical documentation, proposal generation, price book management, Y2K product and ISO compliance.
Directed construction of Marketing Intranet website within 60 days for direct sales force; implemented a fully populated Extranet for indirect channels with complete remote access and security within 90 days. Promoted to develop Multinational Sales Strategy to maximize revenues and capture specific target of Fortune global enterprises by leveraging international and domestic channel infrastructure. Developed and implemented strategy which included marketing, pricing, intercompany transfers, global service offerings and incentives.
Instrumental in opening more than 70 new multinational accounts; deployed networks to more than 43 countries.
International Marketing - EPRG Framework
He states that businesses and their staff tend to operate in one of four ways: Ethnocentric These people or companies believe that the home country is superior. When they look to new markets they rely on what they know and seek similarities with their own country. Overseas subsidiaries or offices in international markets are seen as less able and less important than the head office. In these companies, opportunities outside the home country are ignored. Such companies are also sometimes referred to as domestic companies. Polycentric In contrast, polycentric organizations or managers see each country as unique, and consider that businesses are best run locally. Polycentric management means that the head office places little control on the activities in each market, and there is little attempt to make use of any good ideas or best practices from other markets.
Business Development Sales Director in Philadelphia PA Resume Denise Fidura
These four international business modules are ethnocentric, polycentric, regiocentric and geocentric orientations. In the year , Howard Perlmutter proposed the EPG model where he suggested three different frameworks i. This model was later upgraded by Perlmutter, Wind, and Douglas in the year to include regiocentric orientation. Thus, it became the EPRG framework. Let us now go through each of these strategies in detail below: Ethnocentric Orientation Ethnocentric oriented companies though operate internationally, but they consider their home country superior to their overseas subsidiaries.
This framework addresses the way strategic decisions are made and how the relationship between headquarters and its subsidiaries is shaped. These stages are discussed below. Ethnocentric Orientation The practices and policies of headquarters and of the operating company in the home country become the default standard to which all subsidiaries need to comply. Such companies do not adapt their products to the needs and wants of other countries where they have operations. There are no changes in product specification, price and promotion measures between native market and overseas markets. The exercises, activities and policies of the functioning company in the native country becomes the default standard to which all subsidiaries need to abide by. The benefit of this mind set is that it overcomes the shortage of qualified managers in the anchoring nations by migrating them from home countries.