Meet the Expert: Ginette Akoka
Global Medtech Business Development
Ginette Akoka is an expert in establishing successful worldwide distribution partners that significantly impact revenues and market awareness for U.S. companies. Most recently, a consultant for 13 years, Ginette is the full package with an extensive education, professional experience, and cultural background, as well as strong multi-lingual competencies, multi-cultural communication skills, and long-term trustworthy rapports. We talked to Ginette to find out how she competently coaches her clients and effectively cultivates the best strategic distribution partners to create long-lasting successful business relationships. Given Ginette’s Moroccan birth, a move to France at the age of 16, and residencies in 4 continents, it was a lively and impassioned conversation.
Let’s start with the impact of global changes. During your career, what has been the most important global changes?
The biggest global changes have been geographically such as the USSR and Europe, and also the mainstream integration of social media and digital technology. All of this has had a huge impact on how we approach and conduct global business today, particularly in how U.S. companies can forge successful business partnerships with international distributors.
How have you adapted to these global changes?
Adapting to these global changes first requires understanding the history between international distributors and American companies. Twenty years ago, European distributors were attracted to the cutting-edge technologies of U.S. companies and eager to distribute them. Today distributors are more cautious after U.S. companies burned them by going direct after a region was successfully established. Also, Americans have gained a reputation of being pushy and impatient.
Because distributors are more selective and focused now, as a business development consultant, I spend more time screening, identifying, and approaching the right partner to help small companies generate revenues early on. Geographically, my attention has moved to the Middle East, Asia, Eastern Europe, and the former USSR.
Can you give an example of who you’re working with now, how you help them go international, choose which region to go to, and identify the right partner?
In general, I work with small companies that have a niche, offer added value, and a good quality product, but don’t have the resources for international expansion. It’s an educational process at first; it’s necessary for them to understand it’s going to take time. They have to understand the goal is to take one international region at a time to establish distribution and a network, then use that success as an example for additional expansion. With this in mind, that is when every possible avenue has to be explored to convince the distributor that they are going to make money with the product at some point.
What role does culture play in the process?
American companies are not culturally aware of what it really takes to build trust in an international business partnership. Using the Middle East as an example, it’s essential to be understanding, empathetic, and sincere with the culture. It’s important to feel the culture first, to convey linguistic familiarity, get an idea of socio-economic history, understand the geography, and know about the holidays and major events. That can make all the difference in the world. For example, Middle Easterners/Asians like to have tea. While we are having tea, we strike up a conversation about something other than business. Then they may remember you. It’s also a step toward trusting you. International business relies on trust between the buyer and the seller.
What are the key elements necessary to ensure international expansion success?
There are several factors that add up to international success for U.S. companies. They involve (1) having a solid network, (2) finding out the regulations and getting the paperwork done, (3) understanding the development process, being patient with longer time cycles (about 3 years to get started), and (4) being an equitable partner with the distributor.
So is it your job to provide your client with support for regulation, market development, and be the go between for them and the distributor?
Yes. First, I find out the market potential, the distributor, the regulatory requirements and get the paperwork generated which does not always exist with small companies. Taking the time to get regulations done enables them to test the market and move forward. Often the best referrals come from the clinicians who know the distributors. It’s important for me to research, meet, and develop relationships with them as well as raise awareness.
Ultimately, my job is to sell to the distributors to help them make money. Since distributors are salespeople, I help them understand the marketing potential because they don’t know about the clinical aspects of the technology. If a company has taken the time to get the registration, it is super important for the distributor to love the technology. Zoom calls are important. Time zone difference are a consideration for doing long-term business. Late night conversations are standard when working with Asia, Middle East. Yet, it’s essential to make the face to face happen to keep it as personable as possible. It’s all about trust, credibility, relationship way beyond the product.
How is competition impacting distributor relationships?
The competition is huge. If there’s a belief that there is not much competition for your product, think again. Don’t think that others can’t do it or that they can’t do it better. Counting on price or brand is not enough anymore. Globalization, the internet, and new technologies have lowered the barrier to entry for competitors who can easily find and reach out to your customers. Outstanding customer service is no longer a differentiator you can count on either. Because it’s very noisy out there, your product has to be a whole lot better than the others. To be a stellar standout, your product must have quality, performance, robustness, interoperability, and system integration.
What summary thoughts would you like to offer?
Success for U.S. companies requires a clear strategy, adaptation, patience, and an open mind. Don’t underestimate, don’t judge, don’t have preconceived ideas. You never know who is the one, who is the one with the money to put the deal together. Americans need to get past the importance of prestige with large, long time established companies because aggressive distributors are often a couple of young people with families who can only focus on one product to be successful. They want to know whether you are going to help them help you.
Distributors have also become savvier about protecting themselves and drafting contracts. They expect U.S. companies to know the competition, but most are not fully aware. Developing countries are looking beyond the West for higher value options. What it comes down to is that U.S. companies need to be sharp, on top of it, and think global early on.