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How to manage your sales process? Part 1

The business of selling, in much of the corporate world, is perceived as a function to which business targets (sales quotas in strict sales-speak!) are handed down, with the expectation that they will be achieved somehow. Sales was perceived as a profession that is invariably personality driven: it is very common for field sales representatives to be viewed as a flamboyant individual who uses the ‘power look’ to intimidate prospects, or uses ‘closing techniques’ to make the prospect sign on the dotted line. In short, sales was perceived as more of an art, rather than as a science.

Although service delivery capabilities and functional expertise is very critical to any business, without the right sales efforts, nothing gets achieved. It is a no-brainer that without sales there are no revenues and hence no growth. Sales, which is such is a critical function, is often not managed in the right perspective. Just pushing the target down the throat does not work anymore. As said before, it is more of an art and there are very few professionals in the industry today who not only understands the sales secrets, but who also able to manage their sales team far more effectively and build high impact enterprises.

Every organization cannot excel in their sales process. More often than not, start-ups, small and medium enterprises (SMEs) will observe that bringing in the right sales talent is one of the most common challenges they face. This challenge becomes more evident when the founders of such organizations come from a strong technology/operations/service delivery background.

With no in-house sales ‘expertise’, the question that comes to anyone’s mind will be – can the sales process be outsourced?

The answer to the question above is a ‘Yes’, as well as a ‘No’!

To understand more about when Sales Process Outsourcing (SPO) can work, and when it cannot, we need to break down the general sales process into various phases, and relate each phase to the organisation’s specific product, service or solution. The objective of this exercise will be to understand how amenable a particular phase will be to outsourcing. Depending on the nature of product or service, the complete sales process, or a few phases at the minimum, will lend itself to outsourcing.

Captured in the table below are the various phases of the sales process, and their amenability to outsourcing:

Sales Process Phase Suitability for Outsourcing Factors to consider before outsourcing
Lead generation through tele-calling A very common activity that is outsourced.
Can be streamlined significantly through the concept of ‘ideal customer profile’
Lead Qualification Can be completely outsourced for products and also solutions having a relatively straightforward functionality
Product Demonstration / Service pitch Where the solution being sold is complex, or lends itself to extensive customization to the prospect’s business needs, this is best done by the organization itself.
If it is a product or services pitch this process can be outsourced.
Proposal preparation As it applies to the Product Demonstration phase;
If it is a product / simpler service, can be managed through ready-made template that can customized for different prospects.
Negotiation/sales closure As it applies to the Proposal phase

From the table above, it is evident that by and large, the first two phases of the sales process (Lead Generation and Lead Qualification) are amenable to Sales Process Outsourcing. The next three phases, namely, Product Demonstration, Proposal preparation, Negotiation/sales closure lend themselves to outsourcing only when the type of solution offers a relatively well defined functionality, with almost no scope for customization. Typically, such solutions can also be sold online as it can be targeted towards self use type.

While contemplating the outsourcing of the lead generation and/or lead qualification process, it is worthwhile to use the concept of the ‘ideal customer profile’. The ideal customer, as the name implies, is a customer that an organisation would like to have in its client list. Even where the product or solution is complex, when the ideal customer profile is well defined, organizations can derive significant improvements in the productivity of their field sales force, since the outsourcing partner is broadly able to qualify leads that are fed into the sales pipeline. Field sales resources ultimately get to work on good quality leads when the ideal customer profile is well defined.

Sales process outsourcing will be a win-win scenario for both the outsourcing organisation and its outsourced partner, provided the ideal customer profile is well defined. Regardless of the product/solution/service focus of an outsourcing organisation, outsourcing their lead generation efforts, and after careful consideration of the complexities involved, other phases of their sales lifecycle will help them significantly improve the rate at which they win deals.

In Part 2 of this post, we will dwell upon a few scenarios where outsourcing various phases of the sales cycle will benefit an organisation.

Startup Xperts is a business growth consulting firm with an objective to transform CEO’s vision into achievable, actionable goals that deliver results. Our mission is to help companies to steeply accelerate their revenue growth, profitably. Be it family run business, small or medium enterprise or a boutique firm, Startup Xperts have all the right answers to step up their growth. Startup Xperts help clients in a range of service areas including business consulting, strategic consulting, sales and marketing consulting, digital marketing, Sales Process Outsourcing (SPO), HR, Operations and leadership training and coaching.

To know more about Startup Xperts, visit us at www.startupxperts.com or write to us at info@startupxperts.com

The views expressed in this article are that of the author’s and Startup Xperts is not responsible for this content. In case of any objection in content, IP violations, incorrect or inappropriate information, please inform us at ceo@startupxperts.com. We will do our best to act on it at the earliest.

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How to Grow your startup business?

Not all startups are successful. The reasons could be a combination of – business planning, revenue model, leadership team, target segments, product, and most often execution. I have seen startups that had almost all the elements needed to transition into a sustainable, high-growth business, but lacked guidance and experienced leadership team. Building a startup is difficult but converting it into a high-growth business is even more challenging, and often requires a different skill set than that was required in the early days of a startup.

So what are those ingredients for that secret sauce of building a startup, successfully?

Having right business mentors and startup consultants are critical success factors for a startup to be successful. According to the first research report of Startup Genome Project in 2011, it was found that founders who learn are more successful. Startups that have helpful mentors, track metrics effectively, and learn from startup thought leaders, raise 7x more money and have 3.5x better user growth.

Bill Joy, Founder of Sun Microsystems once said, “No matter who you are, most of the smartest people don’t work for you”. So it is best to avail professionals / mentors to support your growth mission; and in building a successful and sustainable high-growth business. You can avail mentor support across functions like marketing, sales, accounting, human resources, operational excellence, training, etc.

To ensure sustainable growth you need to have:

 Right business model that acquires customers

 Leadership with ideology, beyond just passion and vision

 Ability to seize opportunities

 Creating a high impact, marketing and sales engine

 Retention strategies

Have the right business model that aligns with customer acquisition. Do not build products / services that just excite only you and not your customers.Focus on long-term AND short-term goals and activities. Most often, companies tend to forgo short term profits thinking of reaping those profits in long term, but practically they are only digging themselves deeper.

Your ideology has to reflect upon your culture and beliefs. Like how Walmart’s ideology is focused on customers, Hewlett Packard – its employees, 3M – its innovation, Ford – its products, your activities and outcomes need to be consistent with your ideology.

Most often when you start to scale, you might stumble upon some great opportunities. Do not leave them since they are not products or services that you are currently pursuing. As long it fits the core of your ideology and purpose, do give it a try. 3M came out with Post-it product just by accident; Johnson & Johnson accidentally introduced baby powder which then climbs up drastically to have over 40% of their revenue share; Marriot Corporation got into the airport services business by accident and that became a roaring success. All these were once a small startup which later became large corporations. These successes are not attributed to great business or strategic planning, but show their abilities to seize opportunities. Explore options, pick what works for you and discard those that don’t work.

Most startups fail to scale due to lack of customers. There may be initial success but if you rest on your laurels you will get run-over. Set an effective, high impact marketing and sales engine. In my numerous meetings with CEOs and entrepreneurs, marketing and sales have been predominantly mixed up. Both are like chalk and cheese, so you need to have dedicated professionals for marketing (especially digital marketing) and sales functions.

Building revenues is paramount, a non-negotiable factor and laser focus on sales is very critical while you are scaling up. Hire ‘smart’ sales persons, and keep them on optimum heat so that they fire in the right areas. Fuel their passion and increase your revenue visibility.

Do not stop with lip service on customer satisfaction; honestly walk that extra mile to ensure that you stay on top of your customer’s mind, always. Incorporate customer feedback into your system and ensure that it is acted upon at the earliest. It is difficult to win customers, and if you lose them it takes more than 7x efforts to win another; not to mention, that their potential could be far lesser than what you had lost.

Your employees should be taught not to just please their bosses, but to ensure that their customers are taken care of. Make them treat customers like their CEO and success will look easy.

Your employees should be taught not to just please their bosses, but to ensure that their customers are taken care of. Make them treat customers like their CEO and success will look easy.

Beyond startup phase, while you are scaling up, it might be easier to afford more salaries to recruit key resources. While you might be able to attract talent, it is important that you have strong retention policies. Have small celebrations, cheer songs and team meetings to share corporate values and beliefs, from time to time.

Be tolerant for honest mistakes. We all know that while a startup is beginning to scale there are bound to be mistakes. Just make sure that the same does not crop up in future. Even large organizations do make mistakes. Allow them to experiment and bring out their best, as long as it does not become a corporate failure.

Finally, it is all about consistency; consistency in winning deals, consistency in getting customer appreciations, consistency in building robust products or solutions, consistency in delivering high quality services and consistency in collecting payments on-time that separates winners from those who also-ran!

Startup Xperts is a business growth and consulting firm with an objective to transform CEO’s vision into achievable, actionable goals that deliver results. Our mission is to help companies to steeply accelerate their revenue growth, profitably. Be it family run business, small or medium enterprise or a boutique firm, Startup Xperts have all the right answers to step up their growth. Startup Xperts help clients in a range of service areas including business consulting, strategic consulting, sales and marketing consulting, digital marketing, Sales Process Outsourcing (SPO), HR, Operations and leadership training, sales training, business mentoring and executive coaching.

To know more about Startup Xperts, visit us at www.startupxperts.com or write to us at info@startupxperts.com

Author Shyam Sekar acts as a Chief Mentor and Strategist at Startup Xperts and provides business consulting and execution support to numerous startups and SMEs, helping them build their enterprises successfully.

The views expressed in this article are that of the author’s and Startup Xperts is not responsible for this content. In case of any objection in content, IP violations, incorrect or inappropriate information, please inform us at ceo@startupxperts.com. We will do our best to act on it at the earliest

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How to start a startup – Points to consider!

Is Just an Idea Enough…?
Points to ponder before start(ing) up…!
An innovative idea is the most important seed for a startup business venture. An innovative idea can bring about a significant change in the way a product or service is adopted by the customer, but there are a host of other aspects that come into play to make the idea a working business proposition.

An innovative idea is absolutely necessary to establish a startup. But an innovative idea alone does not guarantee success in the marketplace…!

What turns an idea into a successful business venture?

While an idea by itself may be innovative, the real challenge for the originator of the idea lies in:

Stitching the idea into a profitable business model:In this context, a business model essentially refers to (a) how the idea (or a product/service based on that idea) will deliver value to the end user (b) how it can be monetized, and (c) how scalable it is.
Evolving a go-to-market (GTM) strategy that takes the business model (essentially the idea) to the market:Having conceived an idea, how will it be taken to the end user? The first question a budding entrepreneur with an innovative idea has to ask is this: what will be the profile of an ideal customer for me? Will it be, for instance, an online user from the general population looking for a specific service, or will it be a corporate entity looking to address a specific business need?
Among other questions, the GTM strategy has to, at the minimum, answer the following questions:

What is the profile of my typical customer? This question helps segment the market into various categories
Where is my ideal customer located?This question helps segment the market into various territories / geographies
What problem does it solve for my customer, and how critical is that problem?This question helps draw up the ‘sales and marketing pitch’ for the customer
What are the typical expectations my ideal customer would have from my product/service?This helps identify whether there exists a similar product/service in the market, and how your idea can be differentiated from existing offerings
How much would my customer be willing to pay for my product or service?Am I able to offer my product/service at a particular cost, or should it be high or low?
Managing Funds/Bringing investments during incubation:Working capital requirements are one of the most important aspects to be factored while establishing a startup. Entrepreneurs at times have a heady conviction behind their product/service, making them unintentionally overlook the fact that employees have to be paid their salaries, and that rentals and utility bills are a monthly occurrence!
The best way to kick-start a venture is through ‘boot-strapping‘. Self generated funds, or funds sought/borrowed from friends and relatives have been the widely used avenue in raising initial capital to set the venture in motion. If this option is not feasible, or when additional funds are required investments can be brought in through other options too; loans towards working capital or equity infusion from the investor community. Both options have their own merits (or demerits depending on the perspective!) depending on which stage of the business lifecycle the startup is at the time.

The main advantage of a loan is that it keeps management control of the startup with the entrepreneur themselves. This enables the entrepreneur to take operational decisions on organisational strategy, product/service roadmap, etc. based on market conditions, and while doing so, stays in sync with the vision with which he started off.

Equity infusion is a double edged sword. While it gives the entrepreneur access to the potentially vast network of contacts held by the investors, he has to concede certain extent of management control. Equity infusion is ideal when the startup has started to yield revenue (perhaps not profits yet!); such infusion is required to take the startup to the next higher orbit of revenue and profitability.

Whatever the investment route the entrepreneur takes, it has to be aligned with the merit of the idea, the business model, the GTM strategy and the long term plans for the venture.

The People Perspective:Having conceived a brilliant idea, a robust business model to go with it, and a GTM strategy that addresses the needs of all possible market segments, how well is it going to be executed? Having right people on the right seat. It is important to bring on board people who have a shared passion and vision about the idea/product/service.
Working in startups is characterized by the absence of role clarity – every role in the company becomes multi-faceted! The CEO could find himself making a pitch for funding during an investor meeting, at the end of which he would need to pick up the telephone to cold call a potential client! These situations will be the norm rather than the exception; hence it is imperative that the people who form the core team do not bring any bureaucratic baggage about hierarchy, role-compartmentalisation and other related aspects.

The People perspective covers not only employees: it also covers external consultants, professional mentors, advisors, partners, vendors/suppliers and others who are equally critical to the success of the startup; they bring the much required view from an external perspective, and along with it, a (brutally!) honest assessment of any shortcomings in execution.

Managing growth after establishing the business model:The issues, challenges and priorities will start to change; from the time of business start, and+ when it has reached a certain stage.
Managing growth could also involve the exit strategy for the founders. When does a startup cease to be a startup? At what stage will the founder reduce their stake in the venture? Is it the vision of the founder to make his startup a global organisation? Alternatively, is it the vision of the founder to have his startup acquired by a larger organisation which sees his idea to complement their business (typically associated with serial entrepreneurs)? It is not surprising to see examples of startups working in niche areas, eventually getting acquired by larger enterprises.

The aspects captured above are just the tip of the iceberg. It is wise that these are best approached by having a clear vision, goals, and backed by a robust execution strategy.

Dwight Eisenhower once quipped, “In preparing for battle, I have always found that plans are useless but planning is indispensable.”

Indeed, establishing a startup is no different from a battle. While we may not have all the answers at the very beginning itself, there needs to be certain goals and milestones that needs to be signed-off but be flexible enough to incorporate any changes in plans or execution, during the journey!

Startup Xperts is a Business Growth and Consulting company with an objective to transform CEO’s growth vision into realistic, strategic, actionable plans that delivers results. Startup Xperts supports enterprises through business strategies, goal setting, sales and marketing set up, developing a high performance sales engine, digital marketing, specialized trainings, executive coaching and leadership hiring.

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3 steps to success in Digital Marketing for Startups – Secrets exposed

Are you a startup, trying to launch your product or service?

Are you a startup, trying to figure out as to how to build your brand?

If you have not looked at digital marketing, then it is high time to give it a serious thought. Digital marketing, as I have mentioned in my earlier blogs and columns, has the power to shake and dislodge traditional markets and enterprises.

Start with a good digital marketing strategy.

  • What does your product or service do? How does it benefit your customers?
  • Who is your target audience; customer profile, demographics?
  • What is the message that you want to convey?
  • How do you wish to be seen amongst your audience – all stakeholders?
  • How do you plan to measure the results, against the set goals and objectives?

Once you are clear with the above, the next step is to get into the ‘execution’ mode.

Now you can get the plans into action, in different phases of your startup.

  • Phase 1: Pre-launch
  • Phase 2: During launch
  • Phase 3: Post-launch

During the pre-launch phase focus on strategic positioning initiatives that includes target segmentation, content, differentiation, etc.

Take baby steps in building your brand through marketing collateral, and through web and mobile presence. Use social media in a limited way to test waters. If you have the budgets in place, it is advisable to spread your risk across a couple of Search Engine Marketing initiatives (Google Adwords, Facebook ads, etc.)

Well before and during the launch phase, ensure that your product has been given a decent UI attention. Most techno-entrepreneurs build and the finally look at UI part which is like putting the cart before the horse. Today your stakeholders want ease and user friendly navigation of your products or services. Come up with a good blog strategy; create videos; and start to focus on Search Engine Optimization (SEO).

Many a times, I come across a question from entrepreneurs as to why do I need to focus on SEO? I am better of spending in SEM in driving traffic to my site, rather than spending in SEO. But then I help them understand by asking these specific questions;

  • How else can you determine what keywords are best suited for your business to drive that traffic?
  • Have you optimized your website? Done sanity check for your site and is it free from errors?
  • Is it mobile optimized (this is a bigger point in discussion right now, since Google updated it’s algorithm in terms of raking up pages/sites that are mobile friendly)?
  • Have you set up Google Analytics and Webmaster tools? Are they integrated?
  • Most importantly, your website content needs to be ‘relevant’. Today the context is relevance is critical for you to achieve your objectives in not only to drive traffic but also to ensure visitor engagement!

You can create images and videos that can go viral and create a positive impact about your brand, your offerings, positioning, etc.

Post-launch scenario (and for startups on the move):

Once your ventures are up and running, focus on continuous improvement in SEO along with SEM and SMM strategies. The previous strategies and techniques mentioned in the earlier phases need to be fine-tuned, if you have missed to use those in the earlier phases of your startup.

There are cost effective ways to do online marketing, as marketing by itself can be a bottomless pit. Instead of spending a lot of money, do use free tools (like Google Analytics), trial versions, to build momentum in the early stages. These tools can even help you identify, target the right keywords to focus on which you can use in SEM to bring more quality visits to your website or application (app).

Pick up intelligence from interesting blogs, articles, and you do not hesitate to pick those tactics, techniques, to try out in your venture.

You need to build an effective content strategy in positioning your venture, your idea, and product/service.

Either you can have a blog page in your website, or have a WordPress blog to bring in more followers. LinkedIn is also a good source to publish your articles and it is very effective for a B2B business. It has the power to exponentially connect with potential customers.

Do not miss out on email marketing. Online marketing is a very powerful technique which can be done at very low cost. The key to the email marketing is the content. Make sure to churn out rich content and you will be able to establish thought leadership amongst your community. I have explained in detail about basics in digital marketing, and also how to use email marketing effectively in separate blogs.

A smart digital marketing consultant, or a good digital marketing consulting firm, can help you pick the right strategy, walk with you in execution, to ensure that every penny that you spend brings out the best results for you and your enterprise.

Digital marketing for startups is a must and cannot be ignored. I guess, having come to the end of this article, you might have gotten a fair idea as to what kind of digital marketing strategies and techniques that you can deploy and that too at various stages of your venture.

Startup Xperts is a management consulting firm with an objective to transform companies into the next level of growth. Our mission is to help companies to steeply accelerate their growth. Be it family run business, small or medium enterprise or a boutique firm, Startup Xperts have all the right answers to step up their growth. Startup Xperts help clients in a range of service areas including business consulting, strategic consulting, sales and marketing consulting, digital marketing, HR, Operations and leadership training.

To know more about Startup Xperts, visit us at www.startupxperts.com or write to us at info@startupxperts.com

The views expressed in this article are that of the author’s and Startup Xperts is not responsible for this content. In case of any objection in content, IP violation, incorrect or inappropriate information, please inform us at ceo@startupxperts.com. We will do our best to act on it at the earliest.

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Globally Recognized Certifications & Standards

Globalization has shrunk the world to an extent where we can see its impact in numerous instances in daily life. We use laptops and PCs for instance, which are assembled in China, with parts/subassemblies sourced from local and international manufacturers spread across the globe. When an Original Equipment Manufacturer (OEM) depends on a globally spread supply chain, it becomes imperative to ensure that the suppliers adhere to a well defined set of quality standards and organizational best practices.

Best practices that have an impact across the organization can fall under several functional areas: Quality Management, Environmental Safety, Organizational Health, Information Security, Process Improvement, Energy Management, Social Accountability, and so on.

Just as there are so many areas under which best practices can be categorized, organizations could look at several standards and certifications which establishes guidelines for managing their business effectively. In fact, for parts suppliers and manufacturers to compete in a global economy, they need to demonstrate their commitment to management excellence by getting accredited to globally recognized certifications as is relevant to their business.

Some of the most prominent globally recognized certifications that help organizations position themselves in the global marketplace are highlighted below.

(a) ISO 9001 – Quality Management System (QMS)

The ISO 9001 standard specifies the requirements for a Quality Management System where an organization is able to:

    • Consistently demonstrate its ability to provide products or services that meet customer expectations within the framework of applicable local/regional statutory & regulatory requirements
    • Ensure that its business processes are designed for continuous improvement through effective use of checks and balances to deliver products and services that meet customer expectations.

ISO 9001 standards have evolved over time, and in their current form, draw the focus towards achieving customer satisfaction. The accreditation process for ISO 9001 now measures the extent to which business processes as defined by the organization will be able to achieve customer satisfaction.

Benefits of ISO 9001 accreditation include:

  • Gives visibility to the senior management through an efficient quality management process
  • Clearly defines the areas of responsibility and accountability across the organization
  • Identifies and develops more efficient and time saving processes
  • Highlights process deficiencies, and thereby areas for continuous improvement
  • Reduces operational costs

(b) ISO 14001: Environmental Management Systems (EMS)

The ISO 14001 is a standard for environmental management systems applicable to all businesses. The objective of this standard is to reduce the environmental footprint of a business and to decrease the pollution and waste that a business produces.

The ISO 14001 standard can be adopted by any organization that seeks to improve the environmental impact of their business operations. This standard is of particular importance to large multi-national, multi-site companies, manufacturing, process and service industries across all industry sectors.

The benefits of ISO 14001 accreditation include:

  • A more proactive and measured process for environmental sustainability across the supply chain
  • Enhanced levels of waste reduction
  • Enhanced level of employee health and welfare
  • Reduced impact of business operations to the surrounding environment
  • Adherence to regulatory requirements on environmental impact

(c) ISO 27001 : Information Security Management Systems (ISMS)

The ISO 27001 standard is largely targeted towards IT/Software and Systems engineering companies. The information security controls in a business operation typically address important aspects of Information Technology or data security. In today’s connected world, information present in the IT infrastructure of organizations is one of the most valuable assets. Information assets are held by organizations on behalf of their customers, by virtue of providing them business services

It thus becomes imperative for organizations to ensure that:

There exists a robust process to examine the organization’s information security risks, taking account of the threats, vulnerabilities and impacts
Designs and implements a coherent and comprehensive suite of information security controls and/or other forms of risk treatment (such as risk avoidance or risk transfer) to address those risks that it deems unacceptable
Adopts an overarching management process to ensure that the information security controls continue to meet the organization’s information security needs on an on-going basis

(d) Organizational Health and Safety Assessment Standard (OHSAS) 18001

The OHSAS 18001 is a non-ISO standard which deals with how Occupational Health and Safety of employees, contractors and visitors in an organization is effectively managed. The OHSAS standard draws attention of organizations to the potential risks/occupational health and safety hazards that persons can encounter during the course of their duties in the organization. It also helps organizations identify the regional regulatory and legislative requirements with respect to Occupational Health and Safety

.
The OHSAS standard is compatible with ISO 9001 and ISO 14001 standards, and can hence be approached from the traditional Plan-Do-Check-Act sequence of implementation.

Organizations accredited to the OHSAS standard derive the following benefits:

  • Reduce the exposure of employees and other parties to occupational
  • health and safety risks associated with their business activities
  • Potential reduction in resultant costs
  • Greater assurance of conformance with occupational health and safety guidelines
  • Demonstration of conformance to third parties, and of due diligence generally
  • Consistent and proven management approach to health and safety, present and future
  • Deployment of method for continual improvement of the occupational health and safety management system

(e) Software Engineering Institute – Capability Maturity Model (SEI-CMM)

The CMM Process Improvement & Certification process enables software product organizations and software services companies to benchmark their processes at five levels:

  • Level 1-Initial: Processes unpredictable and poorly managed
  • Level 2-Managed: Processes defined by nature of projects and is reactive
  • Level 3-Defined: Processes defined by the organization, and are reactive
  • Level 4-Quantitatively Managed: Processes are measured and controlled
  • Level 5-Optimizing: Organisational focus is on process improvement; defect prevention

Each of these levels could be attributed to software product companies, in which case the applicable model is referred to as CMMI-Product & Service Development (CMMI-DEV). Where it is to be attributed to Software Services, it is referred to as CMMI-Service Acquisition and Management (CMMI-SVC).

The certifications mentioned above some of the most prominent ones that apply to a wide spectrum of industries. There are other certifications, sometimes derived/extended from the parent ISO QMS that deal with Energy Management, Safety in Food Manufacturing, etc. Likewise, organizations could also look at Six Sigma based approaches for process improvement.

The common denominator amongst all certification programs is that they demonstrate the existence of well-defined management approaches to running all the business processes in an organization. By virtue of being globally recognized, these certifications help organizations position themselves in the global supply chain.

Startup Xperts is a Business Growth and Consulting company with an objective to transform CEO’s growth vision into realistic, strategic, actionable plans that delivers results. Startup Xperts supports enterprises through business strategies, goal setting, sales and marketing set up, developing a high performance sales engine, digital marketing, specialized trainings, executive coaching and leadership hiring. Whether the organization wishes to move forward with ISO / CMM certification or have systems and processes that are world class, equivalent to ISO/CMM standards, Startup Xperts provides its expertise in getting these organizations ready for this initiative in a highly efficient and a cost effective way.

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