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The International Entrepreneur- Balancing Internal and External Global Marketing Resources

marketing resources, global marketing, international entrepreneur

Susan rubbed her forehead trying to push back the headache that was forming. She was the Chief Marketing Officer for a Boston-based globally-expanding software company. Susan had always been praised for her ability to hire and manage outside marketing specialists and deliver excellent marketing metrics. But now she needed resources like German social media experts and Thai copywriters. The marketing ROI, lead generation numbers and other metrics she had worked to hard to build domestically had all turned sour in the global mix. Susan worried that she might lose her job if she didn’t turn things around quickly in the new global expansion. How could she turn things around?

 

First, take a deep breath and assess the situation

It’s easy to get caught up in the tactical marketing execution and miss the bigger picture. With this in mind, it’s time to take an assessment of the resources and skills currently available from existing staff and current contractors and match them up against the expectations of your operation.

Global markets can confound even seasoned marketing leaders. We all know our home market best. But once we move into another country, the legal, linguistic and cultural rules shift. The Canadian market may have responded well to your company’s inbound marketing campaigns, but the Colombian market may need more direct contacts. And giving what seem like clear communications make take on a completely different outcome in India compared with Denmark.

Susan from Boston assesses that she has too many disparate resources that she directly manages. She needs to navigate many unfamiliar business cultures. And she’s not sure what marketing messaging and channels work in which markets. Her CEO is expecting her to deliver the same 5-fold ROI on marketing expenditures that she delivered in the U.S. market and his patience is wearing thin. Susan needs to do something different.

 

Planning for international success

I always recommend starting with a Gap Analysis. Assess where your marketing organization is at today and where it needs to be both today (short-term) and at some point out in the future (long-term). What capabilities would you need for both short-term and long-term success? Assess marketing functional capabilities, but also cross-cultural communication skills.

Internal and external resource balancing act

Today’s marketing leaders have extensive outsourcing options. In fact, more than one company has outsourced their entire department to a marketing agency. That’s extreme, but in certain situations, it could make sense. Here are guidelines for the majority:

Leadership and oversight should stay in house.

Marketing is normally part of the company’s value chain should be managed by the CMO/VP and their staff. This allows for internal brand management and control. Most importantly, the marketing department remains responsible for all marketing results.

Specialty projects and functions requiring rare skills should be outsourced.

I don’t speak Thai or understand the nuances of Thai culture. To create an effective marketing campaign in Thailand, I would need to engage a local marketing agency. This is not only true for culture and language-specific projects, but other skills that are well outside of your marketing department’s current core competencies. They could be technical, creative, analytical or any area where there is currently more need than internal staff skills.

And then there’s the gray area in between

There are always functions that could be either hired or trained into the marketing department staff OR outsourced to an outside firm. Generally, most marketing leaders I know estimate the value of the output compared with the cost. Is it more expensive to outsource or spend internal staff hours on the website rebuild? Additionally, how easy are each resource to manage? Which is most reliable? Do we have enough marketing budget to pay for a new employee or pay an outside resource?

 

Susan from Boston’s Dilemma

When we met Susan the software company CMO, she was challenged with her company’s global expansion. This isn’t unusual. Susan needs to start by realigning expectations of new market learning curves internally with her CEO and other stakeholders. Susan and her staff will need time to figure out the most effective marketing messages and channel mix. This needs to be communicated to realign expectations. I’d also recommend reporting metrics by country to show that the domestic numbers are still strong as well as any improvements by country over time.

If the expansion involves several simultaneous market entries (which seems to be the case), then Susan may need to reorganize oversight responsibilities. The 2 most common structures are to organize by functional marketing areas (design, content, social media, events, etc.) or by country/region.

Susan’s marketing department may be too small for this aggressive of a global expansion. She may need more project management and functional skills to lead efforts in different parts of the world simultaneously. This will help the company continue global growth and success.

 

I hope this article helps you as your company continues to growth and balance resources. With so many choices, it leaves many CMOs to wonder how to best manage and execute their global marketing budget. Overseas markets require creative solutions, and no matter what some marketing agency tries to tell you there is no one size fits all solution. Above all else, do what is right for your situation.

Becky Park, The International Entrepreneur

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The International Entrepreneur- Interview with Safeguard World International’s CEO, Bjorn Reynolds

Bjorn Reynolds, Safeguard World International, GEO, global HR, This week I have the pleasure to interview company founder and international entrepreneur, Bjorn Reynolds. Bjorn started his international payroll and HR management company in the UK. Now the company has grown to serve 165 countries.

The International Entrepreneur (TIE)- Bjorn, since many may not know about Global Employment Outsourcing as a fast track to foreign market entry, can you describe how it works??

Bjorn Reynolds (BR)- GEO allows our clients to outsource their international employment responsibilities. From local employment contracts, to paying the actual employee and managing the statutory payroll deductions and managing and providing guidance on any HR issues all managed through our network of carefully vetted and in-house partners in over 165 countries. What this means for the end client is that they can outsource the entire employment responsibility and process to SafeGuard, all without having to register a local entity and navigate the bureaucratic headaches that such a process typically brings.

 

TIE – As the originator of the GEO employment model, can you tell us how you and your team at Safeguard World International found this market need and innovated the GEO solution?

BR – Our identification of the GEO market was primarily two fold:

1)We observed a demand from our clients for contingent labour that they could deploy on their medium and short term projects. Historically multinationals have turned to Independent Contractors, particularly in countries where they do not have an entity established, agreements of which frequently fell foul of employment law due to unfamiliarity with local rules and regulations. We devised the service to help our clients hire individuals on a temporary basis and in a compliant manner, removing them from any potential risks and fines associated with the utilization of IC?s.

2)Clients were encountering difficulties going global and expanding their business into new countries. Expansion into new territories is often a daunting and complex task. Setting up bank accounts, registering entities with the local authorities, and navigating local rules, regulations and cultures is a considerable undertaking for any organization, no matter their size and amount of available resource.

 

 

TIE – What is the biggest challenge you currently hear from companies expanding their global talent teams?

BR – The biggest challenges that we continually hear pertain to and navigating the local rules and complexities that are frequently encountered when expanding into a new country for the first time even for large multinationals. From an appreciation and understanding of cultural, time zone and language barriers to understanding what needs to be provided to employees both from a statutory and customary perspective in order to attract and retain the best talent. Coupled with the daunting prospect of completing all the necessary registrations and tax remittances, companies are often deterred from following through on their intentions to expand into a new country.

 

TIE – As a leader in your field, can you give any advice to companies who are planning their first international expansion?

BR – Many organizations often feel like expanding internationally is out of reach. They don’t have the resources or expertise in order to grow their business on the international stage. This simply isn’t true. While it’s certainly worth noting that international expansion should be a carefully considered and evaluated decision, especially when exploring the time it would take to expand and register your business in a new country, by partnering with the right expert, such as SafeGuard, SME’s and startups should no longer fear taking their business into new territories. With GEO the world becomes truly borderless and I love helping companies not only make their first foray into foreign markets, but also reap the benefits that international expansion can bring to an organization.

 

About Bjorn Reynolds

Bjorn is the Founder and Chief Guardian of SafeGuard World International. A recognized industry leader and strategist for the global payroll markets, Bjorn’s passion for payroll is the driving force behind SGWI’s vision, strategy and culture, instilling his enthusiasm for Service Excellence and success throughout the organization. His entrepreneurship led SGWI to a prominent position in the U.K. Sunday Times Virgin Fast Track 100 and he has been personally recognized in the Payroll Top 50 by?Payroll Magazine and as a Game Changer by WorkforceMagazine. During his early career, Bjorn worked for HFC Bank (part of the Global HSBC Group) where he was quickly promoted to branch manager after one year in the post, the youngest ever Branch manager at HFC in its history. He later ran marketing and channel functions within the HR and payroll space for one of the top three global payroll and HR service providers.

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The International Entrepreneur- The Promise and Pitfalls of International Digital Marketing

 

international digital marketing, global marketing, international entrepreeur

Long gone are the days of fluffy feel-good marketing, where brand awareness was the focus and sales was normally the first company contact.

I give the rise of Digital Marketing majority credit for this accountability revolution in our professional discipline. In 2004, I attended an American Marketing Association conference on Strategic Marketing in Chicago. A large international survey had been conducted on marketing and advertising effectiveness. The survey reported that the average marketing/advertising campaign yielded a 3-5% ROI (return on investment). I can’t imagine a marketing department leader today going to his company CEO and not being sacked for delivering such a flagrant failure.

Accelerating the digital marketing revolution further is small & medium-sized companies’ access to content management, social media, marketing automation, data analytics and other online tools. Thanks to digitally-enabling products from Google, Hubspot, Infusionsoft, Constant Contact, Twitter, Facebook, WordPress and many others, even the smallest company can reach markets faster and more effectively than ever before. Look out, Fortune 1000, your size advantage won’t save you from competing against the next generation of rising companies!

More effective tools mean greater accountability for marketing results

I was reminded this week yet again of just how challenging our marketing role can be. I was working with a new partner to develop new website keywords. To those outside marketing, keywords may seem like a minor consideration. It should be easy to list the search engine words that will lead the right audience to our site.

The puzzle we were trying to solve: how to define keywords for a global BPO innovation when no one yet knows that your product or service category even exists? I have literally been thinking of this day and night because this morning I woke up relieved finally figuring out the answer to our riddle. Some marketing challenges take months to solve. But those of us in marketing know how sometimes seemingly small details can make all the difference in outcomes.

My fellow international business expert, Ed Marsh has written extensively about digital marketing and international expansion for B2B companies. His site is also worth reading on this subject.

 

Now onto the international digital marketing pitfalls

International business relationship building will never be fully replaced. To all of the introverts out there, I’m sorry. Business relationships with international distributors, strategic partners and large-scale clients require trust building. The best digital marketing in the world can’t close a multimillion dollar enterprise sale or create a high-value strategic partnership.

To bridge cultural communications is to risk occasional embarrassment and misunderstandings on the learning curve. This cannot be done through social media contact, your website or any email campaign. So, marketers, please don’t lose your people skills. You still need them.

Localization to new markets cannot (yet) be fully automated. Today I see many companies disregarding localization as they extend unaltered paid media and other digital channels into same-language markets. Recently a B2B software company I know was paying for Linkedin sponsored links and ads to New Zealand with no real market research. It’s like fumbling in the dark. Motivations, buying patterns and a host of other factors vary greatly by country.

Non-localized digital marketing distorts information about international markets. Many companies assume that the leads from their website represent a country’s market demand. For instance, if Germany represents only 1% of leads, then that is the demand for my products or services in that market. Unless you conducted market research and translated/localized for Germany, your market is likely much larger. My general rule of thumb for initial estimation is to take untranslated/unlocalized leads and then multiply it by 9. That said, you don’t know until you research in country. But in my experience, no technology or professional services company (even in the U.S.) has a domestic market over 50% of their total world market. Usually it’s more like 5-20%.

Digital marketing does not replace the need for any of your marketing talent or other resources. Instead, digital marketing often requires repurposing marketing skills. Instead of designing and writing copy for printed brochures, staff often design and write for digital assets and campaigns. Events management now goes beyond trade shows to include webinars and podcasts. Marketers continue to experiment with the best ways to develop conversations in social media and then drive those leads to the right calls to action. And there is always management needed for all external marketing agencies around the globe. Even with digital tools, it is still a great deal of effort and coordination across channels and geography.

 

In the end, there just is no magic button to push that creates effective international digital marketing. There are great new tools for all company sizes. But it still requires creative problem solving, strong international knowledge and perspective, and a lot of effort and discipline from your marketing team.

I hope you found this article to be helpful. For more Tips and Tools from The International Entrepreneur, I invite you to join our International Business Tribe.

The International Entrepreneur -Are Your Outsourcing Resources Ready for International?

The International Entrepreneur Asks Are Your Outsourcing Resources Ready for International?
Today’s companies tend to be leaner and more agile than those in years past. They often have to be in order to grow at a rate fast enough to secure the next round of funding or attract the right acquiring firm. How we do business has fundamentally changed to where many company functions like legal, accounting, HR and marketing can be outsourced to a large degree. But what happens when a company decides to enter international markets? Are these BPOs ready to join you on your international business expansion?

Here are some questions to ask your company’s law firm, accounting firm, marketing agency, bank, payroll service and any other business process outsourcing (BPO) providers:

  • Do you have any offices or partners in the markets we are planning to enter?
    If your home market is small like Singapore or Luxembourg, then likely any outside resources are well connected to the rest of the world. They have to be. For larger markets like the U.S. or Brazil, your local bank may not have the international connections or in-house expertise international currency and finance that you’ll need.
  • Are you able to serve staff based overseas with sound advice and similar services in international markets?
    Payroll is a great example of where this applies. Most payroll outsourcing companies choose to serve only their home market. But there are a handful of international payroll companies that handle the complexities of payroll around the world to help keep your company in compliance.
  • Do the contacts that you work with have international experience?
    Sometimes a law firm or accounting firm has the ability to extend to other parts of the world through sister offices or partner firms. But often when a company shifts from one market to global markets, the staff who serve the company may need to change to the more internationally experienced resources.

For all of your company’s business functions directly affected by the international expansion, you can decide between two approaches: Centralized and Decentralized Outsourcing.

Centralized Outsourcing is when your BPO resource has an extensive network of staff or trusted partners in all of your markets. The largest accounting firms fall into this category. And it helps to have one cohesive approach to accounting that leverages the specialized knowledge that these firms typically have in areas like international taxation.

Decentralized Outsourcing makes sense when in-country resources have the best perspective. This is often the case with marketing agencies. If I’m going to concentrate on the German market because I know that German businesses desperately want and need my product, then I should hire a marketing agency based in Germany to spearhead my marketing program there.

Some additional advice:

  • Be sure to ask specific questions of your service providers to learn their fuller international capabilities.
  • Don’t contort around a business relationship to avoid hurting someone’s feelings. Yes, the company founder’s best friend may have done the accounting for the last five years, but unless his firm can handle all of your transactions, currencies and tax reporting, it?s time to move to a fuller service firm.
  • Generally, companies keep all processes tied to their value chain in-house rather than outsourcing them. With keeping that in mind, some companies also choose to redefine their value chain altogether to fit what they actually do best. That’s at least food for thought!

I hope you found this article helpful. If you would like to receive additional tools and tips starting with a Market Entry Checklist, please click here.

The International Entrepreneur – 5 False Assumptions That Can Hold You Back from Global Success

international assumptions, international business, international marketing

 

I have been fortunate these past 10 years to mentor a promising international marketing professional. “Quinn” recently went back to university to complete his international MBA. He just accepted a position in Tennessee where he will be building international channels from the ground up in B2B & B2C markets. It’s an exciting opportunity for anyone in our field of international marketing.

Quinn knew where to start when he was hired last month. He worked with engineering to define the product changes required in order to meet international standards (CE, etc.). He developed a selection criteria to pick the right early international markets where the company would focus resources (UAE, Mexico & Australia). He identified a freight forwarder who will provide the right kinds of logistic support. And he started to identify opportunities to meet the right kinds of in-country partners to facilitate business deals and new client acquisition. Quinn seems to be on the right track towards providing a solid foundation to his international expansion.

But others are often not so fortunate. What is much more common to find are one or more of the following false assumptions underlying early-stage expansion decision making. A failed international expansion can scare a company’s leadership for years away from what should be lucrative international markets.

 

Assumption #1: We are focusing on the right markets.

To get to the heart of where this assumption can steer leaders astray, ask the question: How did we come to decide on which countries to expand to first? In Quinn’s case some of the main factors were: one or more hot weather seasons and markets that could serve as a gateway to a larger region. Mexico is a great entry country to Latin America and the Caribbean. The UAE is closely economically linked to the rest of the Middle East. And Australia has New Zealand and Southeast Asia as neighboring trade partners.

Often companies instead choose countries where they have a contact or is a key staff member’s country of origin. Companies might follow a language to markets that really don’t make sense based on a more strategic criteria that focuses on long-term profitability.

 

Assumption #2: Our staff is ready to engage with international clients and partners.

To find out if your staff is ready, start with questions like: Who on staff has experience working with international clients? How does staff feel about taking on international clients? While the international expansion leader may be excited about his role, this does not mean that others share his background or attitudes.

Be sure that staff hear about the importance of the international expansion from company leaders. Informally, the international expansion leader should be having conversations to hear any concerns or questions from colleagues. After all, there is nothing worse than generating international sales leads only to have sales reps quietly leave international calls unreturned.

 

Assumption #3: Business moves at the same speed everywhere.

In my home country, the U.S., we typically create partnerships and close sales deals faster than in other countries. Now before you pat yourselves on the backs about our superior business skills and efficiency, please understand that this does not mean that ours are always well-built deals. In fact, misunderstandings and untrusting partners are far less likely to yield the same long-term profitability.

You can ask yourself, Does my entire leadership team understand that the international expansion will move slower than we may be used to in our home market? Am I willing to invest in direct professional relationships including in-person visits to solidify and maintain strong and successful business ties?

 

Assumption #4: The same rules apply everywhere.

Definitely no. This is one of the biggest challenges in international business. The rules most definitely change based on country and local market. Rules that change include product standards, packaging requirements, forbidden marketing tactics, expectations of gifts, and how local businesspeople conduct themselves.

To prepare for these new rules, definitely do your research before that first contact. There are many sources of culture and legal information available online. There are also consultants who specialize in a particular region or country who can help.

 

Assumption #5: We already have all the answers.

There are international business professionals who spend a great deal of time staying current on how to do business effectively around the world. And they don’t even have all of the answers. What the great ones have is a strong network of resources who specialize in areas of international business and geographic regions.

As a company leader, ask yourself: what do we need to know in order to be successful and lower our exposure to risk? What areas are we already experiencing challenges? Again, you can save budget by doing online research with reputable sources or else hire competent international expansion specialists.

Either way, your company will be much better positioned to reach its full global potential!

 

I hope you found this article useful. For more Tips and Tools from Becky Park, The International Entrepreneur, sign up here.

The International Entrepreneur- How to Engage the Right International Network Connectors

business networking, international trade, international entrepreneur, International network connections can be the oil that lubricates the international business engine and allows the machine to move efficiently forward. The right overseas introduction at the right time can propel a company forward into a strategic relationship or a high-value client. Without those introductions, you feel like that high school student who never gets asked to the dance: under appreciated, awkward and never able to live up to your full potential.

The truth is that networking is an inherently messy, disorganized business. Finding the right connections can be quite tricky. Much time can be wasted trying to meet the right potential Brazilian client and British partner. For now business relationships in most parts of the world are built on direct peer-to-peer relationships and trust built those individuals. That is different than in the U.S, Germany, Australia and other business environments where contracts are the foundation of all working partnerships and transactions. Most of Asian, African and Latin American business builds on direct relationships instead.

You have probably observed that some people are just inherently better at networking than others. You may even know a few of these “super connectors” who seem to know just about everyone. I have seen two types- the super connectors who trade introductions almost like currency and those who have a larger agenda to promote other services or even the success of their region. A great example of the latter type is super connector Arlene Marom. Based in Tel Aviv, Arlene is deeply networked into the Israeli tech community. She also networks in Europe and North America to both find her own clients for marketing services and to connect Israeli companies with international markets.

 

As a company leader, here are some ways that you can engage with the right international connectors:

Reach out and start asking smart questions

I normally ask industry contacts, who do you think I should talk to about doing business in Country X? Sometimes I go through a few referrals before I find that well-connected resource. But even the well connected can have ulterior motives. Be sure to get third party validation that your super connector has a solid reputation. Then keep asking questions to learn how to do business in this new environment and who the right people are to know.

Respect the Networker’s Role & Reputation

When a network connector makes an introduction for you, they are putting their reputation on the line. It is vital to be modest, engaging, quick to respond and highly professional. It is also a good practice to report back on progress with that relationship to your network connector. Now that said, there may be times when you accidentally let those introductions languish untouched. If this happens, engage as soon as you can with a sincere apology. It may take time to rebuild trust. But is also might be altogether too late to salvage the introduction. Never ignore the lead entirely for the sake of your relationship with your network connector.

Find a way to make it worth the Networker’s effort

One of the challenges of being the connectors between companies that should be doing business together is the business model. How do you get paid for introductions? No one knows the value of the relationship about to be forged, if it even moves forward at all. Be sure to find a way to make introductions worth the network connector’s time. This could be a commission based off of the increase in revenue. It could be referrals back to this connector for leads to contract for their services. Or it could be a gift. Always be aware of bribery laws, particularly in the case of any government officials, and follow the laws closely.

It’s never too early to start building your own international network

Networking styles vary greatly. Some engage closely with colleagues and others who they interact with frequently. Others are highly social and know hundreds if not thousands of people. Regardless of your style, reach out to new people when possible and keep positive work relationships strong through the years. I also encourage you to find mentors and take on your own protoges. Mentor-protege relationships tend to be some of the strongest.

Remember that to be effective in international business, at least some relationships will likely need to span both your professional and personal circles. You will need to care about what your connections care about: children’s weddings, health, holidays, etc. Get invested in their lives for the long term.

 

As you continue to grow into international markets, the right connections can be absolutely crucial. Even young companies pre-internationalization should consider making connections. Connections won’t be instantaneous: it takes time to forge new relationships. Invest wisely!

As a thank you to my loyal readers, you can download my International Market Entry Checklist without cost. From time to time I also send out tips and tools to help growing companies become more globally competitive. Click here to sign up and download this Checklist.

The International Entrepreneur – Improving Agile International Project Management

agile global project management, international trade,
This week I caught up top global IT project manager, Sean Hull. Sean leads global teams on enterprise system implementations. His latest project involved a U.S.-American company implementing a customized system for an Australian customer that was developed by a South Korean team. I wanted to hear Sean’s insights about how agile management practices are used in global project implementations.

Like Sean, I have spent much of my career in and around large-scale technology industries. I know that any company selling enterprise-level customized software or other technologies needs a high-performance professional implementation services team – the company’s competitive edge.

I recently worked with a tech company that did not yet have such a team. Projects lost money instead of providing much-needed profit margins. Fulfilling the contract meant commandeering product development resources away from core product (that was already late to market) in order to write custom code. It was a first-class mess. Any improvements to project management methods literally hit the bottom line for the company.

“Software is worthless until it is used by a customer.” ~ Sean Hull

Sean went on to say that, in Agile Project Management, software is delivered in iterative code and documentation. Feedback from the customer is built into short “sprint” cycles. This requires vendor and customer staff to have instant contact. Tight delivery cycles and collaborative communications need to be exceptionally managed for all of this to be successful. One of the benefits of agile project management is that the customer helps to discover any issues much earlier in the implementation process. This saves time and resources overall.

 

Here are some of Sean’s tips for effective global project management:

Tip 1: Enforce your project management processes and tools. A project manager can choose from any number of processes and online tools to manage the project. Enforcing that nothing happens on the project unless it is communicated and documented according to the project rules is especially critical when the team is spread out geographically. One of Sean’s favorite project collaboration tools is Basecamp, which scales from small to very large projects.

Tip 2: Get to know your team. Meet in person, if you can, even if that means traveling to the same location. Be sure to draw up a process that would work for all involved. It is extremely helpful to know how your team members currently approach their work. Together with his team Sean likes to define: What does the baked pizza look like? It’s also a great idea to look for ways to make life easier for all involved.

Tip 3: Know how to collaborate with all cultures involved. In some cultures, the boss tells his or her team exactly what to do. In others, team members are expected to take more initiative and share their expertise openly within the team. Incorporate the various styles into how you work with your team. Sean recommends using the SCARF Model.

Tip: 4: Take advantage of the tactical tools from Agile methodologies. This includes how to run meetings, monitoring progress, etc. These work well as long as you take into the variation needed for culture and personality.

As global project management competency grows as a critical factor for business success, these skills will be critical to securing profit margins and loyal customers. I hope you find these tips useful in your company and projects.

For more information about how to expand your company internationally, please contact me for a 30-minute complimentary consultation.

Becky Park

The International Entrepreneur

The International Entrepreneur – 9 Ways to Improve Your International Presentations

international presentation, audience, international trade

Your big prospective international partner has agreed to let you present your company’s ideas on how to work together. Everyone goes through the formalities of introductions. Now it’s time for your presentation. But as you start to go through your standard presentation, the executives look increasingly disinterested. Some even look a bit agitated. You can feel the heat rising in the room. After the presentation, the audience seems much less engaged in the partnership idea. What has gone wrong?

Let’s go back to the preparations you made before the big presentation. An international presentation requires some key adjustments to be successful. Here are 9 ways to improve your presentations to international audiences:

Know your audience. Are you talking with a German industrial company where technical details are more important than any emotional appeals? Or is this a Brazilian services company where emotional appeal is actually more critical? Should it be fast paced for Americans or slower for an Indian audience? Should I show higher modesty levels for East Asian or Latin American listeners or should I show more confidence for the Lebanese? Cultural and industry variances are important to your content if you want to be in harmony with your audience.

Slow down and simplify language. Those of us who are English speakers need to slow our rate of delivery down for presentations. This is not because our audience is in any way less intelligent than us, but that listening in another language takes concentration away from formulating analysis about your content as well as any questions audience members may have.

No idioms, slang, humor, or other cultural references. These things just don’t translate well. Americans, that means no baseball references like “hitting it out of the ballpark” or “pinch hitting”. Humor varies enough from one country to another that it’s better to avoid the risk of the joke falling flat altogether.

Know the color and symbol references. A few examples: In China, red and yellow are generally positive colors. Green is associated with Islam in many Muslim countries. But don’t show an image of someone with their thumbs up in Turkey: it’s considered vulgar.

Use examples from the natural world. I read this suggestion a while ago and if I knew the source I would credit them. Great suggestion. The entire world understands concepts like predator and prey, animals knowing in advance of a natural disaster, etc. If there is a chance to use examples to make your point from nature, it is likely to be understood and remembered.

Know if there is a status order. In many cultures, the highest-ranking leader in the group gets deferential treatment. That means that you acknowledge their importance in the room and focus your presentation on their attention. This would be true in places like Thailand, Egypt, Argentina and Kuwait. In some countries the opposite is true- everyone gets the same treatment and respect. This includes places like Canada, Australia and Sweden.

Presentation slides should be written out in full sentences for non-English audiences. Many non-native English speakers learned to read and write more than listen and speak. This is especially true in many parts of Asia. Your audience may get much more from reading your slides than from what you say.

Leave behind full-color handouts of your presentation. If this presentation is critical to your company, then by all means have the materials also translated into the local language. This will help you to stand out from your competition!

BE PREPARED. This may sound obvious, but reviewing and practicing before the presentation will help you to stay more engaged with your audience. If possible, do a rehearsal of your presentation with an in-country contact who can give you feedback on how your presentation will be received.

Presentations can help build a key business partnership or accelerate a sales process with an important client. But done poorly, it can cause you to stumble and lose credibility. I hope this article was helpful. If you need help as your company moves into new international markets, please feel free to contact me for advice. I offer a 30-minute complimentary session to talk about your plans and challenges.

 

Onward & upward,

Becky Park

The International Entrepreneur

The International Entrepreneur- 9 Signs You Need International Resource Backup

international trade, international entrepreneur,

The reality is this: No one knows everything there is to know about international trade. There are 180+ sovereign countries, 3,000+ languages, local regulations and business practices, and countless other details that affect doing business.

We may not know it all, but we can strengthen our knowledge, positioning and outcomes by shoring up weaknesses in international operations and focusing on our core competencies.

For international operations, here are clear signs that it’s time to bring in outside resources to advise or outsource specific functions:

  1. When your company has many international sales leads, but no plan for how to enter high-demand markets or serve those markets. Lots of leads means you likely have opportunities to grow into new markets. The time to plan is now.
    What you need: an International Strategy Advisor. Unlike a Country Specialist, who focuses on a single foreign market, you’re looking for someone who focuses on strategy and is geographically agnostic.
  2. When you don’t know enough about overseas markets to make sound business decisions. How big are your international markets? What’s the competition? What would it cost to enter these markets? If you don’t know, then your leadership team is operating in the dark.
    What you need: International Market Researchers. A Generalist can help point in the right directions. But to drill down to actionable data, Country Specialists are going to need to research for you in country.
  3. When your sales team can’t seem to negotiate favorable terms in their international agreements. No more playing the blame game about how the other side didn’t negotiate fairly. The reality is that few North American sales or business development professionals fully prepare for international negotiations. But you can put the odds back in your favor.
    What you need: International Negotiations Coach. Learn the real rules of the game before stepping on to the court. And look forward to not only better terms in your agreements, but strong long-term relationships with clients and partners.
  4. When your company website and other key marketing tools are not available in your major markets’ languages. This may seem like an obvious situation to fix, but unfortunately translation/localization often lags behind market demand. Or if the website does have translated pages, they are done so poorly that it undermines company branding.
    What you need: Local Marketing Outsourcing Firms. If your company is getting 30% of its leads from Poland, then it’s time to hire a local Polish marketing firm to localize your online presence and create a local strategy that fits how business is done locally. Never short change translation/localization in important markets. You’re just shooting yourself in the foot.
  5. When your new overseas operations start off with great intentions but quickly dissolve into a mess. You’ll know that you need a third party to intervene when distrust starts to grow between the remote foreign operation and headquarters staff.
    What you need:Cross-Cultural Trainer and Troubleshooter. An outside resource can often cut through the issues quickly to find root causes. So often the issues are culturally based, leading to clashing expectations on roles, outcomes and communication styles. Get help quickly. Really.
  6. When you’ve entered international markets, but have not registered your trademarks internationally. If your company is guilty of this oversight, please understand that it is tantamount to playing Russian Roulette. If you register with WIPO and China fees are trivial compared with the costs and headaches of wrestling back your trademark from IP pirates later.
    What you need: International Intellectual Property Attorney. A good law firm with international capabilities is critical.
  7. When local taxation is costing your company profit margins. Local governments want their share of your company’s success. But there are smart ways to plan to minimize your company’s international tax burden.
    What you need: International Tax Accountant. Larger accounting firms all have international tax specialists. Make sure that your firm’s international tax department is giving advice to lower your taxable income in high rate regions. They’ll also ensure that your company is fully compliant and not exposed to future penalties.
  8. When your shipping department is spending lots of time on international shipments, but logistics is still eating up profit margins. If your shipping department specializes in international documentation and logistics, then it’s a competitive advantage. But for most companies, outsourcing international shipping can save a great deal of money AND headaches.
    What you need: a Freight Forwarder. There are other types of international logistics firms, but freight forwarders are one of the most common. Find one familiar with your type of product, has a strong reputation, and is the right size to serve your company.
  9. When you are losing opportunities from lack of in-country connections. If no one wants to talk with your business development executives or sales manager, it may mean that you need some well-placed introductions. In many countries, it’s not a nice-to-have. It’s a necessity.
    What you need: In-Country Intermediaries. It usually works best to find paid intermediaries through your local embassy, chamber of commerce, or industry association. In places like Brazil, U.A.E. and Thailand, an intermediary can save months of time trying to do it yourself.

I hope this list is helpful to you. If you need any referrals for specific resources, please let me know.

If you need an International Strategy Advisor, International Negotiations Coach or an International Cross-Cultural Trainer and Troubleshooter- I offer a 30-minute complimentary consultation.

Best of success in all of your international business!
Becky Park , MBA, MS
The International?Entrepreneur