awkward silence

Welcome to my blog post; please enter and have a sit at the discussion table. I'm going to tell you that the way we behave during discussions seems to be terribly impolite no matter what we do, and then I'm going to ask you not to say anything for the next thirty seconds. 

Can you handle awkward silence in a business meeting?

when the apple does fall far from the tree

Today's story is about apples [b2b kind of apples, to keep my blog topics relevant].

Let's consider that your company sells apples. Say your company was established in a market where the tastiest apples are [almost] exclusively grown in your orchard.

That places your company in a very comfortable position vs. competitors and potential new-comers on the market. Customers have little choice if they are looking for good quality apples - they know you and have to come to you whenever they want their fruit.

Now think that your master-of-apples company expands internationally.

international marketing: cross cultures model

Let me start this pompous post* on cross cultures worldwide by undermining my credibility: my international marketing experience is not at all THAT international. 

Nevertheless, I'm interested in globalization and worldwide business cultures. Particularly, I was looking to learn about what market approach works depending on the targeted regions or countries.

So I did some reading about the Lewis Cross Culture Model, very interesting tool for international marketing specialists, such as myself. This Model was published in the 90s, but the cultural categories couldn't have changed much since, therefore the recommended behaviours, communication manners and channels remain pretty much the same.

The Lewis model offers a blueprint for cultural analysis and simplifies cultures' categorization. Valid, marketing-applicable conclusions can be drawn from understanding the particularities of each category, as well as recommendations regarding the best way to interact with each typology.

new to a new market?

OK, maybe this post's title holds too much newness, but when a company expands internationally, there are two types of market situations it can encounter: either the sector is well established & pretty much everyone in that market knows the product, or the company brings a new-to-market kind of service.

The later is the most interesting marketing challenge: how to market your new b2b service and find early adopters. 

country-of-origin effect in international marketing

Are you aware that, whey your (say Romanian) company's products are judged by a (say German) buyer, your country's reputation plays a role in the decision making process?

Yes, this is another challenging thing about international marketing: you have to be aware of your country's historical or cultural aspects and understand that, although these aspects have nothing to do with your products' quality, they exist in the mind of your foreign client.

Add to that the fact that the clients tend to form a general opinion on the quality and performance of the products originating from a given country based on their previous experiences with other products from that country.

translation, let's not get lost in it

Google Chrome translate feature 

I totally have to praise Google Chrome and the huge progress they brought in overpassing language barriers.

I can't really imagine how things were done prior to this translation feature embedded in Chrome browser; much more expensively, I imagine.

On my side, I like to investigate on my own before committing resources to ordering a study. I couldn't really justify paying study after study just to tell my stakeholders: look, it's not worth pursuing this or that market. I could argue the savings done by not going into the wrong directions, but I actually prefer to pay for documented opinion to confirm my hunch that there's potential in a certain market.

localization in international marketing

The localization is defined, in marketing, as the process of making a product or service more suitable for a particular region or country.

It's important to know that there's more to localization than just the translation of the content and information about the company and its products.

Depending on the target market, localization can go as far as using a whole different marketing mix, e.g. having different positioning of the products.

drivers in brands' internationalization

Today I'm writing about how and where to start developing an international brand from a strong local brand, and which are the main drivers for integrating the international attribute into the brand architecture.

don't judge me [only] by my leads

As this Entrepreneur turned VP said it here, selling is about 3 essential questions:

• Why Buy Anything?
• Why Buy Mine?
• Why Buy Now?

I'd like to spend some time on the Why Buy Now, as I'd like to rehabilitate the shady side of marketing, the one that's not generating direct leads: brand awareness.

competitiveness or why awards matter

Almost every medium and large company from relatively competitive industry have a section on their website called "Awards and Prizes".

Awards are a seriously exportable fact regarding the quality of your company & of its products and they can be leveraged in all kinds of marketing communication.

These corporate competitions are typically organized by research companies, media groups, event organizers, non-profit associations or various other organizations.

where to track b2b events

The sales force we [marketing] serve is asking for our help to set a foot in the client’s door: bring me face to face with a potential client, they say, and I will do all the heavy lifting. 

To do: bring sales guy in front of potential client. Or even better, in front of several prospects, which can be found in clusters at industry events.

Working from the headquarters to discover the interesting events in another country is part of the initial research that models your marketing decisions for the respective market: participation, sponsorships, product showcasing, exhibiting your company products, giving a speech.

international professional groups

Interacting via LinkedIn is part of my daily marketing activities, since I can reach some of my international audience with no cost.

I got very excited about having professionals reunited on criteria of industry, job title or target segment. I started joining one group after another, until I've reached the 50 groups limit. Seeing there's a limit, I started withdrawing requests, studied little bit better the groups profile and how active they really were; eventually I somehow stabilized a list.

the smart starter

I’m coming back to my favorite subject - the one about market education & start-up offices abroad.

Bringing a new service into an emerging market, while being very well established into its home market, means that the company has to spend a lot of marketing effort communicating the benefits of using that generic category of service, before actually mentioning its own brand name, proving its competencies in delivering that service and promoting itself as reliable vendor of that service.

leads, actually

This is a post on why I consider events to be one of the most lucrative methods to generate leads, on the condition that they are well chosen and the participation & involved staff are very well prepared and coherent with the overall brand image of your company.

yes, outsource

By all means, outsource. I did.
But choose the right provider. I didn't.

This is a short, measurable story about call centers. One of my most solid presumptions was shattered: that English will take you anywhere.

When planning campaigns / events abroad and approaching companies, you might have the illusion that English works everywhere. It doesn't. You might even think that, if you're calling medium & large companies,  English is sufficient.

But if you imagine this will not affect your success rate, you are wrong.

I've measured the difference.

I've worked with an English-speaking call center for a project addressing companies in a German-speaking country, calling multinationals. In the database qualification phase, their success rate was 35%.  Most of the rejections sounded like:
- we're not interested
- we can't provide any information over the phone
- we don't speak English
- they hung up / transfer failed.

Taking the same project to a native call center made the difference. 96% completion rate. Where the companies were previously rejecting any form of collaboration, now they provided the requested data.

So there you have my conclusion, in measurable form: use native speakers when cold calling the companies.

foreign direct investments: Austria -> Romania

This is one of those posts with statistics about Romania's commercial relationships with other CEE countries - Austria, to be more specific.

The source for this statistics is this study released by the Commercial Service of the Austrian Embassy in Romania:

• Austria is the second foreign investor in Romania, after The Netherlands
• more than 1,000 active Austrian investors are present in Romania
• Austrian investment amounts for 9.35 BLN Eur and represents 18% of the FDI in Romania
• more than 6,100 companies with Austrian equity are established in Romania
• these companies employ over 100,000 people
• main sectors are: Resources | Agriculture | Industry | Services
• Austria is market leader in Banking and Insurance
• Austria is Top Investor in CEE: Romania, Croatia, Bulgaria, Slovenia, Bosnia-Herzegovina and Serbia.

local offices - autonomy vs. control

I always wondered what's the healthiest amount of control Headquarters should exert over their offices abroad.

I'm not talking legal or administrative; I'm not debating branch vs. subsidiary as incorporation form; I'm wondering about the intricacies of headquarters' control over the local offices - how much freedom should the latter have in terms of market strategy?

Working in subsidiaries, I sought independence in some marketing decisions and had to fight for it; working in Headquarters, I'm looking for absolute control over the communication and actions, although I'm fully aware of how important local business culture knowledge is.

estranged press releases?

This post is about my experience with how to improve your chances for the publication of press releases when you're sending them to foreign publications.

Say your company Headquarters is located in some country in CEE.

Say your company has commercial interests in other European countries, without having established a direct presence. So you have no local staff.

Say your marketing actions are handled centrally from your company's headquarters.

Say you've done your homework and built a list of relevant publications from the targeted countries.

How do you get these media channels to support you and publish your releases?

online research: industry

Following my previous post on online research - where to search for country information, today I'm writing about how to search for industry data.

This is a summary of what, how and where to search for when you want to gather data on an industry from another country.

Valuable, quality data is not difficult to find online, even for free, when you know where to look.  

I'll work on an example: let's assume we're looking for information about the automotive manufacturing industry in Czech Republic.

So here are the Whats, the Hows and the Wheres:

where to start your int'l career

A franchise is an excellent place to start learning international marketing, and I'm not just saying that because it's how it happened for me.

A well established, serious franchise organization is built around unitary concept, has a standard product, a clear business model, and an operational system in place.

In my company's case, the business logic was that the more countries were covered by the franchisees’ network, the stronger the overall service was.