One reason can be much simpler than it seems: local language, local mentality and local availability.
At SPB Gate, we see how important this can be when working with distributors and key accounts across different markets.
If your company manages export sales through local partners, this article may give you a useful perspective before your next regional sales decision.
Worth a read if you work in international B2B sales.
Local Language and Local Mentality Matter in Export Sales
International sales are often managed from headquarters.
One Export Manager may be responsible for several countries, communicate with distributors in English and travel to the region when necessary.
This model can work well.
However, our experience shows that there is another factor which can make a significant difference in export sales: having someone who understands the local language, business culture and way of working.
A Good Example from the Marine Industry
One of our team members previously worked for a large international manufacturer of marine PPE.
At that time, one of the competitors was a German company called Hygrapha.
Hygrapha was mainly a trading company rather than a manufacturer, but it built a very strong position in a number of international markets and was later acquired by a larger industry player.
One of the things Hygrapha did particularly well was the way it organised export sales.
For many markets, the company had dedicated sales people who understood the country they were responsible for.
They spoke the local language and, in many cases, came from the same cultural background as their customers.
Some employees even adjusted their working hours to match the working day of the markets they served.
It may sound like a small operational detail.
In practice, it helped make communication easier and relationships stronger.
Language Helps Build Trust Faster
English is the standard language of international business and is sufficient in many situations.
But speaking the customer's own language changes communication.
Customers may feel more comfortable discussing technical questions, commercial concerns or problems in their native language.
Conversations often become less formal and more open.
This is particularly important in industrial B2B sales, where relationships may continue for many years.
The same applies to distributors.
A distributor is not simply a company placing purchase orders.
The manufacturer expects the distributor to promote the brand, develop customers, follow projects, maintain stock and provide information about the market.
This requires regular communication and trust on both sides.
Understanding Mentality Is Equally Important
Language alone is not enough.
Different markets have different expectations about communication, negotiations and business relationships.
In one country, a short and direct email may be considered efficient.
In another, the same message may appear too impersonal.
Some customers expect quick decisions.
Others prefer to spend more time building a relationship before moving forward.
The importance of personal meetings, telephone calls, messaging applications or formal correspondence can also vary significantly.
A person who understands the local business culture normally recognises these differences without having to learn them through repeated mistakes.
Time Zones Also Matter
Export departments sometimes underestimate another simple issue: availability.
If the sales person finishes work at the same time the customer's working day begins, even routine communication becomes slower.
A question which could have been answered in ten minutes may take until the next day.
For complex projects, this can happen many times during the sales process.
Having someone available during the customer's normal working hours can therefore improve both response time and the overall customer experience.
This Is Particularly Relevant for Distributor Markets
A manufacturer entering a new market often focuses first on finding a distributor.
But finding a distributor is only the beginning.
The network then has to be managed.
Existing distributors need support, new opportunities need to be followed, key customers need attention and headquarters needs reliable information about what is really happening in the market.
This is where local language and local market knowledge become especially useful.
A regional sales person can communicate directly with distributors and customers while also representing the manufacturer's interests.
A Local Sales Manager Does Not Always Mean a Local Office
Building a subsidiary and employing a full sales team in every export market is not always economically reasonable.
For many industrial manufacturers, the size of an individual market may not justify this structure.
An alternative can be local or outsourced regional sales management.
The manufacturer keeps production, technical support and export operations at headquarters while a regional representative manages distributors, key accounts and business development locally.
This provides local market presence without creating a complete local organisation.
Local Knowledge Is Part of Export Competitiveness
Product quality, price, certification and logistics remain important.
But competitors often sell products with similar specifications.
The quality of local communication can therefore become part of the competitive advantage.
A company whose representative speaks the customer's language, understands the market and is available when the customer needs support may simply be easier to do business with.
And in long-term industrial sales, being easier to work with matters.
About SPB Business Gate
SPB Business Gate acts as an outsourced regional sales function for international industrial manufacturers.
We help companies develop and manage distributors, key accounts and projects in Russia and the CIS while providing direct market feedback to headquarters.
Our experience has shown us that successful export sales are not only about reaching a market.
They are also about understanding the people who work in it.
Best Regards,
The SPB Business Gate Team
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