Knowledge Peers

Key points JHP Design's high profile work with Selfridge's and Heathrow attracted a lot of international attention and helped the firm win contracts abroad. Whenever the firm is invited abroad to meet one client, Steve and his team also set up meetings with other potential clients in order to maximise the trip's new business potential. Although me...

Key points Ettinger is a well established traditional brand with an outward perspective. Founded in 1934, they now export 85 per cent of their products in across the globe. International partners are vital in countries such as Japan, Korea and China, due to cultural and language differences. Smaller companies tend to make better partners as your business ...

Key points A growth strategy must not be set in stone - It is very important for a business to be flexible. The importance of performing proper due diligence when choosing suppliers cannot be overstated. It is worth having a large network of contacts and suppliers so that if one supplier fails you, you have a backup option. Guido advises ...

Key points Translation covers a wide range of services including interpretation and document translation. Developments in advertising and social media create new challenges and many document translations are moving to a digital format. In advertising campaigns, the meaning is much more important than the text itself, so ‘transcreation’ (creative rather th...

Key points Makemedia started out as a full service digital media agency. As it grew, the business started to specialise in certain key areas, such as B2B publishing and education and training. Previously, Makemedia relied on referrals from existing clients to boost sales. They are now taking a more proactive approach to building export opportunities, see...

Key points Zendesk’s reasons for moving to the Silicon Valley were threefold: heavy concentration of VCs, access to a lot of good, experienced talent and the huge, inspiring network, running daily conferences and tech events While in the early stages of their operation, a company’s employees may be widely dispersed, centralising the core team in one locat...

Key points A truly international company is defined by its mindset rather than the technical perimeters of its operations. However this mindset is a fragile asset and needs to be promoted across all operations and supported consistently by all employees. Displaying an international mindset offers the opportunity to attract the best employees from across ...

Key points In the face of a declining home market going international and exporting your goods and services is a viable option to get back into business. In the experience of Muubaa, the internet offers an efficient platform to market and distribute your product abroad. Consider unconventional ways to grow your business, as Muubaa did when they extended t...

John Kim has managed the Korean business of Ovum, a UK headquartered company, for 8 years. In this interview John highlights the customs that you need to be aware of when having a business meeting with Korean business people.

"business meeting etiquette in Korea is very different to Japan"

Frank Jones, Chairman of ASAP UK Ltd, talks about how to use and manage the mix of staff to improve business effectiveness, flexibility and profitability.

In this interview Frank explains:

● the factors which drive the appropriate mix of staff – permanent and contract
● how it can be used
● special considerations at the international level in different parts of Europe.

Nicolas Babin, COO of AT Internet, worked for a Japanese company for 12 years. In this interview Nicolas highlights the customs that you need to be aware of when having a business meeting with Japanese business people.

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Introduction Competing with banks...

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Introduction Competing with banks...

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Introduction Competing with banks...

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Introduction Competing with banks...

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Introduction Competing with banks...

Key points If you know your industry well, you will have an instinct as to whether a market is likely to work for your product. Once you establish target markets, you can do detailed market research to properly test the market Chokolit's marketing approach varies around the world, as different customers require different approaches. In some markets associ...

Key points It’s important to tailor your company to the type of business you receive - 80% of ustwo’s business is repeat business, so they are consequently a more client-oriented than per-project set-up When working with companies in different time zones, it’s vital that for the small amount of overlap time everyone has stuck to the process and both you a...

Key points Analysing consumer behaviour can produce both round risk assessments - seeing if the customer is doing something fraudulently - and market optimisation - becoming more engaged with the customer The benefit of predictive modelling is not only for comparative reasons - between two different geographic areas, for example - but also for understand...

Key points Different customers from different cultures have different needs and expectations. Make sure your services reflect this. Larger offices are easier to manage and can communicate better than a series of smaller offices covering the same markets. London can attract some of the world's brightest and best. If you need a Spanish speaker don't...

David Smith - CEO of Global Futures & Foresight

The global population is set to treble from 3 billion in 1950 to 9 billion in 2050, says David. With this and the expectation that global economic activity will double in two decades, David points out that this is an unprecedented opportunity to grow a business globally. David challenges UK businesses to go and find markets where there is "brand new money that no-one's ever spent before, and they're looking to spend it".

Key points AOM's route to market has been a function of stage the business is at in its growth. As AOM has grown they have been increasingly able to take on the risk of setting up overseas offices and create subsidiaries rather than franchises. AOM have built their growth in order to have hubs that can service clients anywhere in the world. They have offi...

Key points Following fast growing markets such as Singapore or South Africa can make business a lot easier than operating in an economy that is hardly growing where your growth involves having to take market share from others "The best way to grab a new market opportunity is to have your own feet on the street" Quickstart Global helps SMEs to manage the p...

Key points Successful entrepreneurship involves a huge amount of luck – being at the right time and the right place and letting the market grow your business. A growing market is more forgiving than a flat-lining market Entrepreneurs can enjoy high job security as success and profitability is largely down to your own efforts. Neal felt more vulnerable whe...

Key points When expanding abroad, form close partnerships with firms that understand the business and social environment of the new location. Be flexible: add secondary partners if necessary and become more directly involved as your knowledge of the sector grows. Do not get left behind by your customers: if they expand abroad make sure that you ar...

Key points Not everything has to be planned especially with a largely online business: be opportunistic and proactive and let things evolve organically. Take advantage of the global opportunities that the internet offers. Face to face business relationships are not always necessary. Try and understand the rhythm of each different market before you...

Key points Government services like UKTI’s Overseas Market Introduction Service offer great ways to get in contact with potential investors and distributors abroad. Regulatory environments abroad can vary greatly, from Hong Kong, which is virtually regulation-free, to Thailand where regulatory hurdles make trade prohibitively complicated. High-pro...

Key points Though the UKTI encourage exporting to BRIC countries, it may not be easy: Lorne were unable to do so when they couldn’t match an Indian competitor that was undercutting the market Choosing a partner company to help when moving into a new market is vital: Lorne lost a year in time when a Chinese partner, helping them with translations and regul...

Key points A great route to market for a food exporter is to attend trade shows, where you can meet lots of potential distributors. Once you do so, it is important to find out what you can about them in terms of track record and successes Brand protection is hugely important, especially when you are exporting. It be costly to protect your IP, but it is wo...

Key points Preparing to move into a foreign market is a demanding task and should not be taken lightly; nevertheless set-backs and failures can provide valuable insights. Standing out from the crowd at trade shows is easier said than done: Either your stand draws potential buyers in or you have to jump out at them. A dedicated sales team is indisp...

Key points It is essential to be prepared and do your homework beforehand, so you understand the marketplace. You need to be open minded about cultural differences. It might even help to show your respect by learning a bit of Arabic too. In the middle east, clients want to know who they are working with. A lot more timeis spent building up persona...

Key points Go where the business takes you - follow business to emerging markets and allow opportunities to come to you. Be patient. Forming business relationships takes time and sensitivity. Competition in an international market is international. Be prepared to face a much greater range of competition than you would at home. Every count...

Key points Be wary of taking misleading advice when first working in different countries: actual experience, rather than unreliable hearsay, is invaluable in doing business overseas When doing business overseas, it can be essential to bring in local people and leave a knowledge base with clients that they can bring forward to their next project It...

Key points An invitation to a country to bid for a project may be a good opportunity to research possibilities for doing business there, through getting to know the clients and using any contacts you have there to gain knowledge When initial establishing a foothold, it is important to send out somebody who understands the company’s culture - the essence o...

Key points When targeting new markets it is essential to have a dedicated central team to build the new local office; choose the right people and train them properly. Once the local team is established it is important to take a step back and support that team rather than executing on their behalf. Doing business internationally sometimes requires working ...

Key points Foreign tax laws are always one of the trickiest things to get used to in a new market. Just because your company functions in one way in the UK, it does not have to operate in the same way in a new market. Each market is different and businesses must adapt to that. Setting up joint ventures can make expanding abroad easier, as...

Key points Establishing how a product or service fits into other regulatory frameworks is vital when approaching a new market. Mutual exclusivity with distributors is essential, particularly for small businesses wanting to operate internationally. Market introduction service such as OMIS offer foreign expertise and contacts to lower risk associate...

Key points Using different business models in different markets can help to balance the individual risks and costs associated with setting up operations in new markets. Taking on the risk and costs of having regional offices can be worthwhile when targeting large markets. A license model transferring the risk to independent foreign businesses is particula...

Steve Dorey is responsible for Sun Microsystems' telecoms sector activities in emerging markets, including China, India and Russia, and here discusses the selling in China.

In this interview Steve discusses:

• how to set up a sales team in China
• how to motivate a sales team in China
• employment practices to be aware of.

Steve Dorey is responsible for Sun Microsystems' telecoms sector activities in emerging markets, including China, India and Russia, and in this interview Steve shares his experience of working in China.

In this interview Steve discusses:

● the risks and challenges people should be aware of when doing business in China
● the country’s attitude to foreign investment and entrepreneurship
● who companies can turn to for help.

Key points Distributing through retailers rather than selling directly means your customers have a singular contact for sale, maintenance and repair of your product. In a difficult market like China it is advisable to keep in control of all business processes and retailing activity to protect your brand as well as your sales. Brompton has taken major step...

Nicolas Babin, COO of AT Internet, is a French national who has worked in many countries. In this interview Nicolas highlights the customs that you need to be aware of when having a business meeting in France.

Steve Dorey is responsible for Sun Microsystems' telecoms sector activities in emerging markets, including China, India and Russia, and here discusses the selling in China.

In this interview Steve discusses:

• how to set up a sales team in China
• how to motivate a sales team in China
• employment practices to be aware of.

Steve Dorey is responsible for Sun Microsystems' telecoms sector activities in emerging markets, including China, India and Russia, and in this interview Steve shares his experience of working in India.

In this interview Steve discusses:

● The risks and challenges people should be aware of when doing business in India
● the country’s attitude to foreign investment and entrepreneurship
● who companies can turn to for help.

Louis Hall, CEO of telecoms software provider Cerillion, talks about his experience of recruiting technical staff in India.

In this interview Louis covers:

• managing an overseas recruitment process
• ways in which smaller companies can attract good technical staff.

Marc Vollenweider, CEO of Evalueserve, highlights the issues that you need to consider when offshoring knowledge management processes to India.

Marc covers:

• why to offshore and outsource to India
• what to take into consideration when setting up
• his top tips.

Neishaa Gharat, founder of Karma Ventures, talks about:

• What companies should consider when outsourcing to India
• The benefits of outsourcing to India

Neishaa Gharat, founder of Karma Ventures, talks about:

• Her motivation in setting up Karma Ventures
• Expectations from the Outset

Dharmesh Mistry is co-founder and Chief Technology Officer at Edge IPK. He has experience in leading product development and professional services.

In this interview Dharmesh covers:

• Why Edge IPK set up in America
• The challenges they faced

John Rainger, CEO of telecoms software provider Tribold, describes how the company has expanded its operations into the US and its plans for further development.

In this interview John discusses:

• why and how Tribold originally set up its US operation
• the challenges of operating in the US
• what US customers expect.

Mary Ann O'Loughlin of Harvard Business School, talks about her experience of being sent to manage the US subsidiary of a UK company.

In this interview Mary Ann describes:

● the biggest issue she faced when she was sent: Morale
● how to tackle this type of issue
● other issues she faced: dealing with market scale.

Jacque Mallender, CEO of the Matrix Knowledge Group, talks about her experience of setting up in the US.

In this interview Jacque describes:

● the context of her decision to set up in the US
● the function of the new office
● her use of partners to help
● her main concerns when setting out
● what she has learnt from the experience.

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Introduction Why Dubai?

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Introduction Why Dubai?

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Introduction Why Dubai?

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Introduction Why Dubai?

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Introduction Why Dubai?

Key points TranslateMedia wanted to provide a 24/7 service by linking up its international offices. This allowed it to both support existing clients and attract new ones, thereby creating additional revenue. Translation services are called on for wide-ranging requirements, which necessitates having a base of industry specialists in each sector in each cou...

Christian McMahon, CIO at GoIndustry DoveBid, a leading provider of asset management services talks about the challenges of setting up the IT for a new international office.

In this interview Christian McMahon covers:

• His experience with a growing company setting up its first international operations
• Some of the surprises that may come your way
• The network management issues
• The impact on the IT provision at HQ once it is part of an international operation .

Avi Azulai, Chairman of Blackbay Ltd, talks about preparing to internationalise your company.

In this interview Avi explains:

● factors to consider before setting up in a new country
● how to decide on the right approach
● his advice for those looking to expand overseas.

Justin Crandall, Managing Director of Bazaarvoice, talks about his experience of being the leader for a new subsidiary from the leader's viewpoint.

In this interview Justin explains:

● the background to being chosen as a leader
● his personal concerns and the surprises he came across
● the differences in approaches to selling in the UK to the US
● what characteristics he thinks made him successful
● his recruitment strategy.

Bob Apollo, Chairman of Inflexion-Point, talks about the choice of using a direct operation or a partner/agent.

In this interview Bob explains:

● key considerations when setting up a direct operation
● how to choose and manage a partner/agent.

According to the Department for Business Innovation and Skills, less than 25% of UK SMEs export, but those that do are 11% more productive. With the UK, European and US economies hardly growing, should UK SMEs be looking beyond the established markets?

Many UK companies are now operating successfully in the fast growing BRIC economies of Brazil, Russia, India and China, and beyond. This guide...

Key points It is extremely important that your relationship with your overseas supplier is based on a strong foundation of trust It is crucial to keep your lines of communication regular and consistent, as well as systematising every process possible to ensure that misunderstandings are avoided Whilst there is a lot of red-tape in a country like N...