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MenuI am starting a new aerospace engin. consulting firm, How to attract customers? Which strategy considering my strongest/weakest points (see Details)?
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Staff augmentation vs. project work in A&D are really two different companies. Another key segmentation is work that requires certification (NATO Clearance, secret clearance, Airbus/Boeing training, etc).
On staff augmentation, a lot of young firms start off bringing in good ex-employees of the majors and and targeting the supply chain. Often the majors Boeing, Dassault, etc like it when subs use talent that already know the primes practices.
If you are targeting project work, you need to define if you are selling skill or price. If your the best team for converting major assemblies into a stream line lean process, you need to clearly define that and sell it into the targets.
In all cases, you are likely to get your first customers in the supply base. The supply base is likely trying to win a bid or execute a current contract. They want to mitigate risk using temporary labor, especially if you are in a EU labor market.
If your model is to sell outside of the Primes, for example selling aerospace talent to boat manufacturing, I would stick more to project work with a few key initial clients. Create an iconic success. I would also look at the UAV market. There is a lot going on there. Often the people creating UAV's are more controls focused, they might like having someone else be there air frame team.
I was heavily involved in the lean manufacturing movement at McDonnell Douglas and Boeing. Mostly on F/A-18, but also C17, 787, UAVs, etc.
As a start up, you need to focus on prospecting. That is the tool that will give you leads. Furthermore, don't ignore social media. I have been in A&D industry for 20+ years and the sales/marketing process has changed. barryneighbors.com
My own background was nuclear / electrical engineering rather than aviation. And my consulting work since has been in a completely different area. Nevertheless, I own some undeveloped properties related to your field. For example:
AeronauticsConsulting.com
Such addresses convey authority even before the brand's reputation is fully grown. The right domain might open doors for you and help grow industry contacts.
The one I mentioned is just an example that comes to mind. If you'd like to explore such options in general, we can talk in more detail by phone.
You need to give more information if you want solid answers. This is very vague.
Starting a new aerospace engineering consulting firm in Germany sounds like an exciting venture! Leveraging your strengths and addressing your weaknesses strategically can help you attract customers effectively.
Given your strong background and connections in the aerospace industry, particularly with major players like Boeing and Airbus, you already have a solid foundation to build upon. Here are some tailored strategies considering your strengths and weaknesses:
Utilize Your Network: Leverage your existing connections with aerospace engineers to spread the word about your new firm. Personal recommendations and referrals can be powerful in attracting clients, especially in a specialized industry like aerospace.
Focus on Niche Expertise: Highlight your expertise in areas such as design, stress analysis, and project assignments. Positioning yourself as a specialist in these domains can attract clients seeking specific solutions and expertise.
Build Relationships: While you may have fewer connections with aerospace clients initially, focus on building relationships with potential clients through networking events, industry conferences, and online communities. Engage with them, understand their needs, and demonstrate how your services can add value to their projects.
Invest in Sales and Marketing: Recognizing your weaker points in sales and contracting, consider investing in sales training or hiring professionals with expertise in business development and client management. Developing effective sales and marketing strategies tailored to the aerospace industry can help you attract and retain clients.
Optimize Your Online Presence: Since your website is still under construction, ensure that it effectively communicates your services, expertise, and value proposition to potential clients. An informative and visually appealing website can serve as a powerful marketing tool and attract clients searching for aerospace engineering consulting services online.
In addition to these strategies, consider exploring staff augmentation as a service offering to provide flexible staffing solutions to aerospace companies. This article on staff augmentation (https://www.cleveroad.com/blog/staff-augmentation/) provides valuable insights that could complement your service offerings and attract clients seeking temporary or permanent staffing solutions.
Wishing you success in launching your aerospace engineering consulting firm!
Accept the fact that in Germany the aerospace vertical is a closed "old boys" club.
So you need to consider 3 approaches:
1) Since you have some contacts already, you need to nurture them and expand your network by asking for introductions. Do not pitch them, just let them know what you are doing and ask for help.
2) Find a way to scan/review all the listings in Germany for companies that have just been incorporated and select the companies that fall into your area of interest, Approach these companies with a personal letter to the founder. This can be expanded to all Europe/UK.
3) Get LinkedIn Sales Navigator and screen for companies and people of interest. Again, please do not pitch right away, instead focus on building relationships.
Related Questions
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How to write effective follow up messages?
I am going to begin my answer to this question not talking about writing emails at all, but rather getting at the true source of the problem. Then we'll talk text. The problem with "follow up" messages is they illuminate something is missing in your sales process. Most people fly by the seat of their pants on sales process anyway, believing that only big companies need one. But *everyone* in the field of selling needs a consistent sales process. "To manage we must measure" is a process improvement maxim...and if we aren't consistent in our behaviors, how can we measure? How do you know why you lose some orders and win others? Do you just assume it's your personality, or your price, or your brand? That would be crazy!--and what salespeople do every day. You have given us a single sentence to work with (industry, paths to market, what prospecting/qualifying method you're using now, and other facts would have been helpful). So I don't know anything for certain about your sales process or lack thereof. However, the fact that "following up" is included in your steps and vocabulary indicates to me you are having conversations that go nowhere. If you had a conversation with a prospect and it didn't result in a clear understanding for BOTH salesperson and prospect what the next step was...your process failed. That's what leads to having to "follow up". Every time I see "follow up", the first letter of each word jumps out at me, and that's what I hear it saying directly to me. "FU, Jason. You screwed up." Determining what the next step is, and ensuring it is ultra-clear for both you and your prospect, is YOUR responsibility. It needs to be built right into your consistent sales process. Do it automatically, every time. Otherwise, you end up in this "mutual mystification" situation you're in, where neither you nor the prospect knows what's supposed to happen next. Leading to the plaintive, "Are we there yet?" email. No, we are not. We are nowhere near there yet. If in your qualifying conversation with the prospect you did not uncover the urgent reason they want to buy, do you think you are going to discover it in a "follow up" email? If you didn't find out how important (or not) moving ahead was to them in your live, interactive, back-and-forth dialogue...what makes you think you're going to get the answer in a dull, one-way, inert email? Doesn't that sound ridiculous? Having to "follow up" means you're chasing prospects. Stop doing that immediately, and work on qualifying more effectively. Is this prospect In or Out? A Fit with us or not? Do they have an urgent, important reason to work with us now, or not? Uncover this, and you won't have to "follow up". Most of the places selling falls down are where the salesperson and the prospect have left things in this state of "collective confusion". Each believes they understand what the other means and intends...but the truth is totally different. When a prospect says, "Leave it with me and I'll get back to you," at the end of your meeting, what does that tell you? Me, it tells me NOTHING! Except that I'm being "niced out" of the door. These are times to be a little assertive: "I appreciate that. How long do you think it'll take for you to have a look at it? When should we book a talk to discuss your decision or any questions you have?" Don't leave it to chance. In fact, your sales process ought to have you laying out this as part of the ground rules right up front: "Ms. Prospect, we'll meet for about 40 minutes, that's typically what these conversations are, and I'm sure you'll have some questions for me. I'll definitely have some questions for you, because I want to find out more about your operation and determine whether we're really a good fit for you. At the end of that time, we'll know whether we're a potential fit or not. If not, no big deal. No one will get mad at anybody. If we are a fit, we'll figure out what that next step looks like then. Make sense?" And if the prospect wants to add anything into the agenda, they can. Most salespeople never even lay out these simple ground rules. A consistent sales process is a series of steps. At the end of every step, either it's over or it continues. If it's over, you know why: it's not a fit for a specific reason (no need, the problem's not big enough for you to get involved, or the prospect has uncontrollable anger issues, for example). Over is not a bad thing; it keeps you out of trouble and away from The Client From Hell. If you goof up--and I certainly do from time to time, even though I work with this stuff every day; it happens fast and there's a lot to keep in mind--and you must write an email, you must get the train back on the rails. Let it read like this: Mr. Prospect, I appreciate you meeting with me on (date) about (topic). I forgot to make sure of something at the6 end of that conversation, and I'm hoping you can help me out. Turns out you and I didn't figure out what our next step will be. Now you've had some time to go over what we talked about. At this point, there can only be three possible outcomes: 1. You've reviewed everything, and it's just not a fit for you at this time. 2. You have looked everything over, but have more questions that need answering before moving ahead. 3. You are delighted with the idea and want to move forward, and were just waiting for me to give you this quick reminder of the project. Let me make this super-easy. If the answer is the first possibility, will you reply to this email with the digit '1', and I'll know you're no longer interested? If you want to talk further, please reply with '2' and I'll call you about the further questions you have. If you are ready to go ahead now that I've brought this project back on your radar, please call me at ### so I can get things started ASAP...or reply with '3' to this email, and I'll know to call you so we can begin. Thanks again, YOUR NAME ** This message doesn't chase. It gets things back on track. If your prospect ignores it and you don't get an answer, you can safely assume it's '1' and stop trying to "follow up". In sales, "Yes" is good, "No" is good, but "I need to think it over"--making you have to "follow up"--is torture.JK
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Recommended copywriting course?
Writing skills are best learned through practice, critique, and revision. Curriculum is a waste, in my opinion – that is, listening to generalizations about how to write something other than the task at hand. Only the actual words on the page are worth discussing. Not rules. Maybe courses would be worthwhile if they entail a lot of hands-on interaction with a brutally honest, pragmatic instructor. What your team would really learn from, I suspect, is watching someone perform surgery on their copy, pausing to explain why the guts are being ripped out here, why the sutures are stitched up in such and such a manner there, etc. Consider hiring someone to workshop in person with your team. No prearranged abstract curriculum. Just critique.JP
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What is the best way to sell to dentists?
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