A guest blog by Simon Poole, Managing director of Kent-based Pro², tells the story of how his professional driving service company found its very first export market in India.
We are proof that you don’t have to be a big, established business to find opportunities and success in Asia. We’re a small company with just three employees in the UK and were set up back in 2007, yet we’re now working with some of India’s leading automotive manufacturers such as Tata Motors.
I set up Pro² to offer professional driving services to automotive manufacturers. We use freelance drivers to provide high performance driver training programmes in demand by the automotive industry.
For a niche UK-based company with no previous experience of exporting, we are proud and excited about our progress in India so far.
I want to share two crucial lessons I've learnt since deciding to explore opportunities in India in 2010:
1. Take advantage of all the expert help available
It’s been an exhilarating and challenging journey which we couldn’t have done without external support. Being a small business can often be an isolating and daunting experience, especially when you are taking big leaps into the unknown, such as exploring international opportunities. Often you are unsure of the best way ahead and keen to avoid any pitfalls or setbacks. I couldn’t have achieved what I have so far without the help of my:
- UKTI International Trade Advisor (ITA) – who made me focus on India in the first place, encouraged me to go on a life-changing UKTI Indian business scholarship and has supported me both here and in India with advice and contacts.
- Non-executive director, Dr Clive Hickman who, as the former head of engineering at Tata Motors in India, knows the Indian automotive market inside out. He brought a wealth of senior level contacts and credibility that helped to condense two years progress into six months!
- Two Indian agents with extensive experience of the sector and who know how to get business done there.
Only through their advice and experience have we been able to actively develop a long-term business strategy for the market in which our financial forecast over the next five years shows a five-fold increase in turnover, mostly driven by our potential Indian growth.
2. Invest in regular visits and build relationships
India is a relationship driven culture, they much prefer to do business face to face, so it’s virtually impossible to succeed there without regular visits. I’ve been there 5 times in the last year. Of course you have to factor the costs of travel into your overall marketing budget and be prepared to invest now for the long-term gains.
Before you can really understand and assess the market potential for your service or product you need to get under the skin of the market and understand the business culture there.
I was lucky to be selected for a UKTI Indian business scholarship and attended an executive course at one of India’s leading management institutes in Ahmedabad. It was an intensive five days learning about every aspect of doing business in India and an immersion into the culture. To find out about trade missions and scholarships to India visit www.ukti.gov.uk/india.
I’m looking forward to sharing more insights about doing business in India at the IoD Kent - International Business Forum, Thursday 29th November 2012 entitled ‘India is for the SME’.
Read my story in full and be inspired by other British companies doing business in Asia on the UKTI website.
Simon’s top tips for doing business in Asia:
- Indians don’t like to offend so are likely to say yes to everything. A good indicator that they really do want to do business with you is an invitation to dinner
- Before you go into a business meeting know something about either Bollywood or cricket as it’s a great ice breaker!
- India is also a great first market in Asia to consider – there’s no language barrier and the legal process is very similar to the UK.
3 comments
Comment by Ross Culliton posted on
Very interesting post Simon.. It's great to hear of smaller sized companies that have been able to take a leap into the emerging markets. We set up an e-commerce website selling Christmas Jumpers Christmas Jumpers been getting more and more orders online from Asia and finding shipping is the great logistical challenge..
We were debating whether or not we need to be "on the ground" but based on your input, think it's something we're definitely going to need to strongly consider.
Thanks for publishing..
Comment by Ross Culliton posted on
Very interesting post Simon.. It's great to hear of smaller sized companies that have been able to take a leap into the emerging markets. We set up an e-commerce website selling Christmas Jumpers Christmas Jumpers been getting more and more orders online from Asia and finding shipping is the great logistical challenge..
We were debating whether or not we need to be "on the ground" but based on your input, think it's something we're definitely going to need to strongly consider.
Thanks for publishing..
Comment by Ross Culliton posted on
Very interesting post Simon.. It's great to hear of smaller sized companies that have been able to take a leap into the emerging markets. We set up an e-commerce website selling Christmas Jumpers Christmas Jumpers been getting more and more orders online from Asia and finding shipping is the great logistical challenge..
We were debating whether or not we need to be "on the ground" but based on your input, think it's something we're definitely going to need to strongly consider.
Thanks for publishing..