My Customer Hates Me
November 16, 2008
In these economically distressed times, there are very few companies that are not facing uncertainty in how they will move their business forward. One thing is clear, we are all emotionally tattered trying to increase the top line and optimize the bottom line. A quality axiom states that if you increase the level of quality you “Hold the Gain”. This is also true for the sales professionals that are on the front line dealing with your customers. They need to get the sale and “Hold the Gain”. In order to do so, they need to understand what the customers hate about them. Read more… »
Don’t Be The Deal Killer
November 15, 2008
As you look to develop your business in China, the last thing you want is to have your deal killed over a business or cultural Faux Pas. Whether, you are expanding your own business, going to work in China for your employer, or developing suppliers, you will at some point make a trip to the Middle Kingdom and come face to face with the people and the culture. Rather than having an 11th hour cram session before the trip, we offer three basic tips that will ensure that you aren’t a deal killer. Read more… »
The Evolution Of The Expat - Part III
October 22, 2008
Two roads diverged in a wood and I-
I took the one less traveled by,
And that has made all the difference
Robert Frost
In the final installment of The Evolution of the Expat we would like to discuss repatriation, bring the Expat home or not. A critical, but frequently overlooked step of the Expat process is proper repatriation provided by the company. In many cases, Expats have grown apart from their home country and the culture at headquarters, so the challenge of repatriating is difficult, especially when one has to go it alone. It is not uncommon for companies to bring Expats back without any real position for them. The responsibility is placed on the employee to find his/her place in the organization. What is the repatriation survival process for the Expat, or Global Executive? Let’s take a closer look. Read more… »
The Evolution Of The Expat - Part II
September 23, 2008
In our first series we discussed the need for Expatriates (Expats), why they are important, and the “recipe” for maximizing ROI. In this second installment, we will discuss how the Expat needs to manage, how they need to be managed, and how they change over time.
In the 1980’s and 1990’s Expats both successful and unsuccessful were characterized by a curious mindset. They didn’t keep anything inside for long, and because nature abhors a vacuum, they constantly needed to ingest something new, replenish themselves, multiply, augment. The Expat’s mind found it difficult to stop at one event or one country. Something always propelled them forward, drove them on without rest. Such people, while useful, even agreeable, to others, were, if truth be told, frequently unhappy-lonely in fact. Problems would arise because the Expat was on his/her own. They lost touch with the best practices of their home country, both professionally and personally. This caused two major problems, first the Expat was no longer effective at driving the HQ message across and the Expat no longer fit in back home. Read more… »
The Evolution Of The Expat - Part I
September 7, 2008
I found Rome a city of bricks and left it a city of marble
Augustus Caesar
This is the first of a three part series that will discuss the transition from the Expatriate (Expat) to Global Executive. For decades, Expats were characterized in one of two ways. Either they were a loyal lifetime employee who didn’t quite have the talent to run a unit in the U.S., or there simply wasn’t any spot for them in the U.S. These loyal employees were still rewarded with a posting, including the perks of club, car and international school for the kids, in locations such as Hong Kong or Paris as their “Swan Song.” Usually, these offices were already established and the Expat played a caretaker role, performing mostly ceremonial duties. Another major reason for sending these mediocre talents was that the CEO usually wanted their best and brightest right next to them at headquarters. Fast forward to the 21st century and this has completely changed.
Run To The Revenue - Part II
July 26, 2008
In our first segment, we discussed some of the key factors associated with the economic growth of Asia. We spoke in depth about the top 25 global company trends over the past 10 years, the top 50 competitive nations, and how Foreign Direct Investment (FDI) has influenced the in/out flows of money. As companies from Asia continue to penetrate the U.S. markets, so too must North American enterprises penetrate Asia. The opportunities are vast, but the task of executing a successful strategy can be even more daunting. Strategies developed by most U.S. companies, either small or large, don’t work well in Asia for two main reasons. Read more… »
Tough Times Call For Smart Measures
June 23, 2008
The growth in China in the past 10 years has been unprecedented. China is still the most popular destination for foreign manufacturing investments on the globe. In 2007 it attracted more than $80 billion in Foreign Direct Investments (FDI). The China economy continues to “over heat.” Read more… »
Run To The Revenue - Part I
May 27, 2008
It is difficult to hide from the news these days regarding the threats posed by Asia’s growing economies, specifically China, India and Vietnam (the CIV factor). The reactions of many Americans lie in a range of emotions from fear to panic, and even down right loathing. Regardless of where you are on this spectrum, it will not change the course of economic development. Let’s take a look at some facts and options. Read more… »
Strength Through Unity
May 20, 2008
China has long held a fascination for me. I have lived in China for 6 years, married into a Chinese family and built a network of local friends and associates. However, perhaps my greatest fascination is how it fares in the views of the outside world and how it embraces the challenges of progress. A Nation in development, often misunderstood and frequently criticized (rightly so in many cases), it has been a challenge and privilege to be part of China as it has faced up to external pressures. But, what about the internal pressures? How would it respond to a major issue with the spotlight of the world upon it? How would the country pull together when there is such a disparity between the “haves and have nots”? Read more… »
“ABE” The 21st Century Global Salesperson
March 15, 2008
There are best practices in sales that span geographies, cultures and time periods. Many of these are summed up by ABE, Attitudes, Behaviors and Execution.
Unfortunately, when a salesperson has been selling at one company, in one industry or in one geographic area their whole career, they develop provincial habits that don’t transfer well. For example, a joke about “The Sopranos” during a sales call may work in certain regions of America, but would be misunderstood or considered completely inappropriate by 99% of the world. Read more… »