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.

standard, simple, global

Standard, simple, global: sounds impossible, doesn't it?

That's my take: there is no standardization in b2b when going global. Just to be clear from the start.

In regard to the global marketing strategies, there are two main questions a company has to answer:

• Will you standardize your product / service while extending your distribution market?
• Will you adapt your product / service to each new country? Even create new products, if that's the case, for new markets?

I'm extremely biased towards adaptation or even creating new service from scratch, in the right market circumstances. 

It's clear enough if you read this post about adapting your products for international markets or any other labeled under 'localization'.

But there are merits to the standardization, and I want this point of view present in my blog as well.

how we made our product best on the market

This is a story about a B2B international company entering the Romanian market a while ago, finding a rocky territory, taking the challenge and achieving to produce and market the best product available in its sector - fiduciary B2B services.

You have to know that the raw "material" used by this int'l company to create its product - company data - is found, in Romania, in a diversity of sources, more or less known, accurate, concurring or updated. Ergo the difficulties, later turned opportunities, of creating a complete and coherent product to offer to the market. 

Initially, this company came with a product similar to what the competitors were offering, but soon it stepped out of this "safe" zone and steps were taken in the direction of leadership:

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?

regional decision makers for CEE countries sit in Austria

This year, Vienna is a hot topic for my company and myself as International Marketing Manager. Last year, over 120 international companies were established in Vienna, and this year our group opened its Austrian subsidiary.

Austria is an interesting case when it comes to b2b marketing actions: you will be advice to address the entire DACH region with your marketing actions, not just the one country. But I tried to take my time and understand the reason why this country is known to be the regional decision-making center for many multinationals.

discretely launching this

This is a somehow secret blog on international marketing stuff.

I found myself browsing through intl_mkt pages full of criptic or niche information, without finding an actual good source on how to market your b2b services internationally.

This is why www.zoominglocal.com is happening.
As long as my free time will allow it, i'll post about my experience.

Because I've been on both ends of an international business: I've worked in subsidiaries of  B2B services company, and I've worked in the headquarters of a software producer & exporter.

My other expectation from this page, besides offering my views and what I know, is maybe get answers to my unsolved dilemmas, learn more by documenting for my posts, and receive advice from my peers.

The secret part, well, that i'll explain later.

Until then, check out this Blog's Presentation done with Prezi - a cloud-based presentation software with zoomable canvas.

intlmkt blog prezi on Prezi

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Disclaimer: this blog reflects my own opinions. Everything published here is my personal view, built from my overall professional experience and from the educational content I've absorbed.

P.S. My Technorati blog code is E4FRU445SA9R.