The offer that closes in Slovenia stalls in some other part of the world. Most companies discover this the expensive way.
When a company scales beyond its home market, the sales method that made it successful stops being reliable.
The decision-making structure is different, and the person in the meeting is often not the person who decides.
Trust is built in a different sequence, and in some markets it must exist before commercial terms can be discussed at all. Silence, enthusiasm and a signature mean different things in different places. Deals are lost not on price but on a misread — and the seller usually never learns which one.
This two-day in-company programme treats international selling as what it is: negotiation under cultural uncertainty. It is led by Réda Guiri, who has negotiated across four continents for nearly two decades — Japan, South Korea, the United States, the United Kingdom, France and Germany — in automotive, Tech, Agrotech, finance and insurance.
Who it is for
✓ Sales, export and business development teams entering or growing in new markets.
✓ Country and regional managers building a market from a standing start.
✓ Companies working through distributors, agents, resellers or joint-venture partners.
✓ Executives and owners of exporting companies, including established Slovenian and regional manufacturers and service firms.
✓ Procurement and supply chain leaders negotiating with international suppliers.
✓ Marketing and key account teams supporting cross-border deals.
What it changes
- A method for mapping the real decision structure in a foreign account, including the people who never appear in the meeting.
- The ability to read cultural signals — directness, silence, hierarchy, time, commitment — and adapt without becoming someone else.
- A preparation routine for a cross-border negotiation, including the questions to ask before the first call.
- Concession discipline when the counterpart negotiates differently from what you are used to.
- Fewer stalled opportunities in target markets, and clearer reasons when a deal does not progress.
- A repeatable market-entry negotiation playbook rather than knowledge held by one or two individuals.
- Better terms with distributors, agents and partners — including exit and performance clauses.
- Shorter time to first revenue in a new market, and fewer relationships damaged by avoidable misreads.
THE TRAINER
Réda Guiri, Founder, RED A Consulting · Executive Partner, Zeal AI · Munich
Ranked #2 worldwide at the MIT AI Negotiation Competition 2025. Nearly two decades of international negotiation experience across four continents and countries (Japan, South Korea, the USA, Arab countries, the UK, France and Germany), spanning the automotive, finance and insurance industries.
Former Director of Procurement and Outsourcing at Toyota Insurance Europe, Middle East and Africa, where he developed the region’s strategy and advised the Group CEO and Board on high-stakes strategic decisions.
Trained at Cambridge Judge Business School in Agentic AI and Leadership in the Era of AI, he teaches AI-augmented negotiation and cultural intelligence in executive education programmes at leading business schools.
In 2024, he founded RED A Consulting in Munich, helping business leaders turn negotiation into a lasting strategic advantage. As Executive Partner at Zeal AI, he also delivers agentic AI solutions to international organisations.
His experience includes training and advisory work for Fortune 500 and market-leading organisations across multiple industries. He delivers training in English, French and German, combining strategic insights with practical, immediately applicable negotiation techniques.
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Organizer
Agencija POTI, izobraževalna, svetovalna in založniška družba d.o.o.
Stegne 7
1000 Ljubljana
+386 1 511 39 21
