Michael Uzoma Agu’s path into international trade began in the energy sector, where finance, business development and cross-border relationships came together in a way that sparked a lasting interest in global commerce.

While working with Shell Nigerian Gas Company and Shell Petroleum Development Company of Nigeria Limited, Michael gained experience in international gas sales, finance and business development.

Working within a global industry gave him an early view of how international transactions operate in practice and how commercial, financial and regulatory considerations come together across markets.

My involvement in the energy sector and working with global companies sparked my interest in international trade.

That exposure would become the foundation for a career that continued to develop across finance, import and export operations and international business.

Building international trade experience in the energy sector

Michael’s time with Shell gave him an opportunity to work directly with global clients and partners while developing an understanding of the operational and financial side of international business.

Some of his favourite career experiences came from his work with Shell Nigerian Gas, particularly his involvement in international gas sales and business development.

The role exposed him to the realities of working across borders and showed him how international trade depends on several areas of expertise working together.

One project Michael remembers particularly well was leading the finance team responsible for migrating Shell Nigerian Gas data from the SUN system to SAP.

The project was not solely a trade initiative, but it reflected many of the skills that would continue to matter throughout his career: managing complexity, working across functions and adapting to changing systems and business requirements.

At Shell, I gained valuable insights into the operational and financial aspects of international trade in the energy sector.

Those insights gave him a strong base in the financial processes that underpin global commerce, including managing international accounts and understanding how commercial activity translates into the day-to-day movement of money, products and information.

Applying that experience in Canada

Michael later brought his international experience to Canada through his work with Atlas Graham Furgale Ltd.

There, his responsibilities expanded into international trade operations, including managing international accounts payable and receivable and facilitating import and export activities.

The experience allowed him to apply what he had learned in the energy industry within a different business environment.

He also had the opportunity to contribute to the company’s international reach, giving him further experience with the practical requirements of operating across markets.

“I enjoyed working with Atlas Graham Furgale Ltd in Canada, managing international trade operations and expanding the company’s global reach,” he says.

Moving between industries reinforced an important lesson for Michael: international trade professionals have to remain adaptable.

Markets, regulations, customer expectations and business practices can differ substantially from one country or sector to another. For professionals working across those boundaries, technical expertise is only part of the equation.

One piece of advice I would share is to always stay adaptable and open to learning in international trade. Understanding cultural differences and regulatory requirements is crucial.

That commitment to ongoing learning led him to FITTskills.

Turning experience into a broader trade skill set

For Michael, FITTskills offered an opportunity to build on years of practical international business experience with a more comprehensive understanding of the disciplines that support successful global trade.

“Taking the FITTskills courses was super valuable,” he says. “The courses helped me deepen my understanding of international trade concepts and apply them practically.”

He found the learning particularly relevant in international logistics, marketing and finance, areas that connected closely with responsibilities he had already encountered throughout his career.

His favourite course was International Sales & Marketing.

“It gave me insights into how to navigate different markets and cultures, which has been super helpful in my international trade work.”

That focus on applying knowledge in real-world situations was especially valuable for someone whose career had already crossed industries and international markets. Rather than replacing experience, the FITTskills courses helped Michael put that experience into a broader professional framework.

They also became part of his progression toward the Certified International Trade Professional designation.

Why earning the CITP mattered

Michael chose to pursue the CITP designation because it was both a way to recognize what he had already accomplished and an opportunity to demonstrate his continued commitment to an international career.

I chose to apply for the CITP designation because my background and expertise align with the competency requirements, and I want to contribute further to the field of international trade.

“Earning the CITP designation was an incredible achievement,” Michael says. “This recognition highlights my expertise and accomplishments in international trade.”

That recognition is one of the benefits Michael sees in becoming a CITP.

International trade careers often develop across different functions, organizations and markets. A professional may build expertise through finance, logistics, sales, business development or operations before those skills converge into a broader international trade career.

The CITP designation gives professionals like Michael a way to bring that experience together under a recognized credential.

It can also help communicate that expertise to employers, partners and others within the international trade community.

Looking toward new opportunities

Michael sees the CITP designation not simply as recognition of where his career has taken him, but as a tool for what comes next.

I foresee the CITP designation enhancing my credibility and opening up opportunities in international trade, allowing me to contribute more significantly to the field.

That outlook reflects the same willingness to learn and adapt that has shaped his career so far.

From international gas sales and finance in Nigeria to import and export operations in Canada, Michael has steadily expanded his understanding of what it takes to work successfully across borders. FITTskills gave him an opportunity to deepen that knowledge, while the CITP designation provided professional recognition for the experience and competencies he had developed along the way.

As he looks ahead, Michael sees further opportunities to put that combination of experience, education and professional credibility to work.

The post CITP Spotlight: Michael Uzoma Agu – Education Staff, YMCA-YWCA appeared first on Trade Ready.

When Shotaro Takechi reflects on his career, a clear theme emerges: a passion for connecting Japanese ideas, culture, and products with the world. As the CEO and Founder of LEAGUE Inc., Shotaro has built his business on the belief that quality products and services deserve a global stage.

Over the years, his journey has taken him from bustling international trade shows to pioneering crowdfunding campaigns and, most recently, to earning the Certified International Trade Professional (CITP) designation, a milestone that has both validated and accelerated his work.

A natural beginning in global trade

Shotaro’s career in international trade was not so much a leap as it was a natural extension of his personal mission. “I embarked on a career in international trade as a natural extension of my passion for bridging Japanese innovation with global markets,” he explains.

Through LEAGUE Inc., he carved out a unique space by leveraging crowdfunding as a tool for domestic marketing and retail strategies. He quickly realized that products with strong potential in Japan also had the power to resonate abroad.

“International trade offered the perfect avenue to not only expand our business but also to connect Japanese craftsmanship with consumers worldwide.”

“My goal has always been to create value on a global scale.”

Stories from the frontlines of trade

Some of Shotaro’s favorite career moments have come from supporting Japanese businesses at international exhibitions such as the Canton Fair and Shenzhen Gift Show. His company’s role connecting clients with global manufacturers has often resulted in exclusive contracts that give Japanese consumers access to new products.

“Seeing these partnerships come to life is incredibly fulfilling,” Shotaro reflects. “Especially when our clients gain access to innovative products not available in Japan.”

Another rewarding aspect of his career has been teaching. Shotaro regularly runs marketing seminars, and watching participants succeed using the approaches he teaches has been one of his most satisfying experiences.

“It’s inspiring to see [my students] apply the strategies we’ve discussed and achieve significant results, expanding their businesses both domestically and internationally.”

A career-defining project: The AI Voice Mouse

Among his proudest accomplishments is the introduction of the AI Voice Mouse by Tess Gift to the Japanese market. He first encountered the product at CES in Las Vegas in 2022 and immediately recognized its potential.

Shotaro spearheaded a crowdfunding campaign that raised over 20 million yen and secured partnerships with major Japanese retailers, including Yodobashi Camera, Bic Camera, Kitamura Camera, and LOFT.

“The product’s success not only resulted in significant revenue but also contributed to enhancing productivity for countless users across Japan,” he notes. “This project stands out as a testament to the power of international collaboration and effective market entry strategies.”

Discovering the true foundation of successful trade

Despite these successes, Shotaro admits that the path hasn’t always been straightforward. One lesson stands out above the rest: the importance of building trust-based relationships across cultures.

“In the beginning, I focused heavily on the technical aspects of trade—logistics, regulations, and contracts,” he recalls.

“I soon realized that the true foundation of successful international trade lies in understanding and respecting the cultural nuances that influence business practices.”

This mindset shift has made him a more effective leader and has opened doors that technical expertise alone could not.

“If I had known this earlier, I would have been able to navigate the complexities of international trade with greater ease and success from the very start.”

The transformative impact of FITTskills training

To strengthen his foundation in international trade, Shotaro turned to the FITTskills courses. The comprehensive program provided both theory and practical tools that he could immediately apply to his work.

“Taking the FITTskills courses was a transformative experience for me, both professionally and personally,” he says.

“The real-world applications and case studies were particularly valuable, as they allowed me to immediately apply what I learned.”

For Shotaro, the standout course was International Sales & Marketing, which deepened his ability to adapt strategies across cultural contexts. “This course not only enhanced my ability to craft effective global marketing campaigns but also deepened my appreciation for the nuances of international business.”

Are you ready to earn the CITP? Find out your fastest path to earning the designation with this quiz.

The impact of the CITP designation on a successful career

After years of experience, applying for the CITP designation was both a professional and personal milestone.

“I wanted to further validate my skills and knowledge with a globally recognized credential,” he explains.

“The CITP designation represents a commitment to excellence and professionalism in international trade, which aligns with my career goals.”

Earning the CITP marked a turning point. “It represented the culmination of years of hard work, dedication, and continuous learning,” he says. “The designation not only validated my expertise but also reinforced my commitment to upholding the highest standards of professionalism in the global marketplace.”

For Shotaro, the recognition brought a renewed sense of confidence and motivation. It positioned him to take on more complex and strategic projects and allowed him to engage with international markets on a deeper level.

Since achieving the designation, Shotaro has noticed tangible benefits for both himself and his organization. His enhanced credibility has opened doors to new partnerships, and the confidence gained has enabled him to lead initiatives with greater authority.

“The designation has empowered me to take on more strategic and complex global projects,” he reflects. “It has also opened doors to opportunities that would have been impossible to access otherwise.”

Continuing to develop as an international trade leader

As he looks to the future, Shotaro sees the CITP designation as a cornerstone of his continued success.

“I foresee my CITP designation playing a pivotal role in my future career by providing a solid foundation for continued growth and leadership in the international trade sector.”

With LEAGUE Inc., his mission remains the same: to connect Japanese innovation with the world. Armed with both practical experience and a recognized credential, Shotaro is well-positioned to expand his influence and make an even greater impact.

From early experiments in crowdfunding to leading international product launches and earning the respect of the global trade community, Shotaro’s story demonstrates the powerful intersection of passion, expertise, and validation through the CITP. His journey is far from over, but with a clear vision and the right tools, the future looks bright.

The post CITP Spotlight: Shotaro Takechi, CEO & Founder of LEAGUE Inc. appeared first on Trade Ready.

Here are the key takeaways for businesses embarking on their international expansion journey, along with real-world examples and expert insights:

1. Conduct thorough market analysis

A deep understanding of trade dynamics, including demand patterns, competition, trade gaps, and consumer behavior, is crucial. Furthermore, demographic and geographic factors significantly impact your product or business in a particular market.

Businesses should leverage government trade data portals, market intelligence platforms, and local consultants to gain insights before market entry, which helps mitigate various risk factors and aid in the smooth launch of your project.

Example: A small trading company sought to expand its business by entering into international markets. To identify the most promising opportunities, company leveraged market intelligence reports that provide data on global demand trends, key importing countries, volume, and regulatory requirements. Equipped with these insights, the company successfully entered Middle East markets where data showed immense potential of supply within oil & gas, water treatment, and manufacturing industries. In a short span of time the company secured long term supply contracts and increased export revenue significantly.

In the early stage of expansion, companies should use trade data to strategically select the right market for their products, analyze target customers, and assess competition. This insight helps develop a tailored market entry strategy, ensuring effective product positioning, pricing and branding to maximize success.

2. Understand regulatory & compliance requirements

Each country has unique import-export laws, tax structures, and trade compliance standards. Non-compliance can lead to shipment delays, penalties, or legal action. Businesses should collaborate with trade experts and use platforms like macmap.org and government trade databases to navigate regulatory challenges.

Example:  A growing premium energy drink producer from India shipped a consignment to Malaysia, but the shipment failed to clear the customs due to a near expiry issue. In this case both the customer and shipper were unaware of the importing country’s minimum shelf life rule, which requires imported food and beverage products to have a certain % of shelf-life remaining upon arrival. As a result, the shipment was rejected, leading to disposal and consequently financial losses to the shipper. This highlights the importance of understanding destination market regulations, including product validity requirements, to ensure a smooth trade transaction.

Moreover, regulatory and compliance reviews are essential when launching or registering a new  product and getting necessary approvals before the shipment to avoid any unwanted delays and penalties at the destination. Staying updated is equally important with any amendments in policies or domestic laws to avoid disputes or rejection.

3. Build financial resilience

Expanding internationally involves costs like shipping, customs duties, currency fluctuations, and marketing. Businesses must:

• Maintain a financial buffer
• Explore trade financing options
• Hedge against currency risks

For instance, a small chemical manufacturing company secured its first export order to China in 2018 but faced challenges in financing raw material and logistics expenses. Lacking the capital to independently fund the order, the company opted for the invoice factoring option with a private lending firm which allowed them to secure 70% of the invoice value at minimal factoring fees. This provided immediate liquidity to cover the production and shipping costs. As a result, the company successfully fulfilled the order without financial strain, ensuring smooth operation and a timely delivery.

Additionally, businesses should assess their pricing models, operational costs, and return on investment in foreign markets.

Strong financial planning and disciplined cash flow management allow firms to scale operations, withstand market downturns, and reinvest profits into further expansion.

4. Consider the FDI route for market entry

Foreign Direct Investment (FDI) is an effective way to establish a strong presence in new markets. Businesses can:

• Form joint ventures with local firms to leverage market expertise
• Establish subsidiaries for better operational control
• Seek investment partnerships for credibility and funding

Example: Foreign semiconductor companies like Taiwan Semiconductor Manufacturing Company (TSMC) and Samsung have invested heavily in US plants, particularly in regions such as Arizona. These investments not only strengthen America’s semiconductor supply chain but also bolster innovation and technological leadership in the global market.

In the clean energy space, the IRA has led to significant foreign investment in electric vehicle (EV) manufacturing. Ford’s $11 billion EV project, in partnership with South Korea-based SK On, highlights the importance of global collaboration in bringing advanced clean technologies to the US. As a result, manufacturing construction investments in the US reached a record $225 billion in early 2024.

Through the FDI route, smaller businesses can enjoy direct access to local skilled workforces as well as government incentives and support, while also contributing to local job creation and economic growth.

Moreover, FDI can help businesses mitigate risk associated with foreign exchange volatility and trade barriers by having a physical presence within the country. Strategic alliances through FDI can also lead to technology transfer, innovation synergies, and enhanced brand credibility in new markets.

5. Establish local representation

Having a trade representative, distributor, or local partner can be a game-changer. Benefits include:

• Faster regulatory approvals
• Stronger relationships with stakeholders
• Better customer service and market insights

Example: A US-based family-owned clothing brand aimed to establish a global footprint with minimal investment. Instead of setting up costly international offices, they appointed foreign trade representatives who provided valuable market insights. These representatives helped the company adapt to local preferences by furnishing designs, preferred colors, and fabrics suited to different climates. This strategy not only enhanced the brand’s visibility in new markets but also enabled it to source competitive local vendors, reducing shipment costs and minimizing carbon footprints through localized packaging. By leveraging local expertise and sustainable sourcing, the company successfully expanded internationally while maintaining financial efficiency and environmental responsibility.

A local partner or representative acts on behalf of the company, eliminating multiple barriers such as language and cultural differences while ensuring full compliance with domestic business practices.

6. Customize marketing & branding strategies

Adapting branding to cultural and consumer preferences is key. Businesses should:

• Modify brand messaging to resonate with local audiences
• Adjust visual identity (logos, colors, typography) based on regional preferences
• Launch localized digital marketing campaigns

Example: The same Indian energy drink company who lost a shipment in Malaysia, successfully gained a prominent market share in South Africa by adopting to local preferences. They modified their packaging colors and adjusted their brand messaging to resonate with the South African market, leading to a strong foothold in the region.

It’s imperative to mold your branding and promotional activities to the taste of the local market to engage your target audience. Businesses should also ensure that their brand story aligns with local values and traditions, making it more relatable.

Leveraging region-specific social media platforms, influencer partnership, and native language advertisements can enhance brand credibility and customer engagement.

7. Incorporate ESG values to attract socially conscious consumers

Environmental, Social, and Governance (ESG) values are becoming a key differentiator in international markets. Businesses should:

• Implement sustainable supply chains
• Highlight eco-friendly initiatives in marketing
• Commit to ethical sourcing and corporate responsibility

Example: Unilever integrates sustainability into its business model, reducing plastic waste and focusing on carbon-neutral operations, which has increased customer loyalty globally.

Consumers are increasingly aligning their purchasing decisions with brands that demonstrate social and environmental responsibility. Sustainable business practices such as carbon footprint reduction, responsible waste management, and fairtrade sourcing can serve as competitive advantages in new markets.

8. Leverage technology for growth

AI & ML can enhance international expansion by:

? Predicting customer behavior for targeted marketing

? Automating business operations to increase efficiency

? Optimizing logistics through smart trade platforms

Adopting technologies like AI and ML tools early in international trade expansion can keep you ahead of the competition and significantly increases your organization’s efficiency.  AI utilizes advanced machine learning and predictive analytics to make demand forecasts, streamline supply chains, and simplify customs procedures. This may lead to more effective logistics and inventory control. Furthermore, AI can automate document verification and risk analysis.

Tech driven businesses are bringing in a revolution of efficiency which will enhance the capacity and accuracy in most industries. It is here to stay and leveraging the technology in early stages of business can keep you ahead of the competition.

In international trade, AI can be applied to automate marketing activities, warehouse and inventory management, and to detect  errors in financial documents.

Final thoughts

International expansion offers tremendous opportunities, but businesses must prepare strategically to navigate market complexities. By leveraging market research, compliance expertise, financial resilience, local partnerships, FDI routes, ESG values, and technology, companies can achieve long-term success in global trade.

Are you planning your global expansion? Remember: Success isn’t about entering a market—it’s about thriving in it!

Don’t miss any steps in planning for export success. Check out this free tool to assist both novice and seasoned exporters in visualizing the critical components for international market expansion: FITT x EDC Export Vision Board

The post 8 Key actions businesses should take in the early stages of international expansion appeared first on Trade Ready.

In the ever-evolving world of international trade, standing out requires more than just ambition—it demands continuous learning, adaptability, and recognized expertise. For one accomplished professional, the journey from a biology student to a Certified International Trade Professional (CITP) has been transformative, marked by diverse roles, global projects, and a relentless pursuit of growth.

Hardik Panchal, Director, Export sales at Worldest Exports, has built a career that spans global market expansion, international joint ventures, and sustainable trade initiatives. His contributions have driven multimillion-dollar export growth, created hundreds of jobs, and positioned him as a leading expert in global trade facilitation.

Helping companies diversify into new global markets from the start

Hardik’s journey in international trade began in 2007, when he joined a multinational pharmaceutical company Vipro Lifescience as an International Marketing Officer. His talent for cross-cultural negotiations and market strategy enabled him to facilitate new trade deals in Asia, the Middle East, and Africa.

“I started my career in international trade because of a combination of personal interest and strategic opportunities,” Hardik recalls

Over the years, Hardik has played a pivotal role in expanding exports for companies across multiple industries, including pharmaceuticals, plastics, chemicals, food, and textiles.

In his tenure at a leading chemical producer from 2017 to 2023, he successfully increased international sales by an impressive 60%, helping the company establish a strong presence in South East Asia, North America and Europe.

One of his key projects involved transforming a domestic chemical brand into a leading global name by expanding its global reach and distribution network within a short span of time.

I thrive on helping businesses enter new markets and achieve sustainable, long-term growth.

In addition to his job, Hardik has been representing WhipAppeal Inc. company based in Ohio, USA for over a decade. His involvement with WhipAppeal has been instrumental in the marketing, sourcing, and OEM production of their Sportswear, School uniforms and boxing products as well as negotiating key trade agreements with vendors and customers.

Through his representation, Hardik has led global marketing initiatives, positioning WhipAppeal as a competitive brand in international markets,identified and sourced reliable suppliers across various regions, ensuring the quality and cost-effectiveness of products, managed OEM production relationships, coordinating production schedules and ensuring product quality and timely delivery, and negotiated favorable terms with both vendors and customers, ensuring mutually beneficial contracts and expanding WhipAppeal’s market presence.

These efforts helped WhipAppeal Inc. significantly expand its product distribution network, secure major contracts, and successfully navigate complex international trade regulations.

Formal international business training and a multicultural learning environment in Singapore

Recognizing the need to enhance his business acumen, Hardik pursued an Advanced Diploma in Business Management from AEC College, Singapore in 2011. This experience immersed him in a multicultural learning environment, allowing him to gain deep insights into international market trends, trade policies, and supply chain optimization.

Training in Singapore, with classmates from diverse nationalities, gave me firsthand exposure to global business strategies and trade regulations.

During this time, he visited Singapore’s world-class shipping port, where he learned about merchanting exports and advanced supply chain models, skills that later helped him streamline complex export operations for multiple businesses.

Driving multimillion-dollar international trade projects

Hardik’s global business impact extends beyond individual companies, as he has played a direct role in major international trade and investment projects.

One of the achievements he is most proud of was his leadership in a $6 million foreign direct investment (FDI) joint venture in South Africa between Vintron Infotech (a division of VLCP Ltd) and Ventura Infotech (Pty) Ltd., where he co-managed market research and entry strategies, regulatory compliance and trade facilitation, JV structuring and supply chain coordination, and installing the manufacturing facility.

This major initiative led to the creation of 170 sustainable jobs in Johannesburg and positioned the company as a key player in the African market.

Want to learn more about the Certified International Trade Professional (CITP®|FIBP®) designation? See why it’s the world’s most recognized designation for competency and credibility in global business.

The CITP designation as a strategic move

After over 15 years of hands-on experience, the desire to benchmark his skills led Hardik to the CITP designation.

“I was curious to see what credentials I could earn to validate my experience. I googled ‘top standards in international trade’ and found FITT.”

Conversations with existing CITPs and those in the process of applying for the designation confirmed its value.

“The CITP designation aligned perfectly with my career goals. It’s one of the most prestigious credentials in international trade, recognized globally, including by the Canadian government and the World Trade Center Association in New York.”

The certification process, supported by FITT’s responsive team, was seamless and Hardik considers achieving the CITP both a professional milestone and a personal triumph.

“It symbolizes my commitment to lifelong learning and excellence in international trade. It has enhanced my credibility, allowing me to connect with senior industry leaders and be available for new opportunities.”

Sharing international trade expertise through teaching and mentorship

Beyond business success and personal achievements, Hardik is passionate about mentorship. Throughout his career he’s had the support of leaders who took the time to help develop his industry knowledge.

He has also acted as a mentor himself, service as a faculty member at IMPEXPERTS, where he trained over 500 MSMEs and entrepreneurs in export strategies and a trainer for international business programs teaching trade finance, buyer identification, and market expansion.

“I believe in knowledge-sharing because I had mentor who guided me early in my career. Now, I want to do the same for others.”

His guidance have helped numerous businesses scale internationally, directly impacting trade volumes and economic growth.

Looking ahead to a future rooted in sustainability

Looking ahead, Hardik is focusing on sustainable trade practices and ESG compliance, aiming to help SMEs transition to low-carbon supply chains and eco-friendly products.

“The next five years will see a massive shift toward sustainable trade. Companies that adopt green alternatives early will have a competitive advantage,” he predicts.

He is currently working on export promotion initiatives that assist businesses in aligning with global ESG standards, ensuring compliance with new trade regulations in North America and Europe.

“I want to introduce sustainable business practices to SMEs globally, helping them offer low-carbon products and green alternatives.” He foresees significant shifts in international trade trends over the next 5-10 years and aim to help businesses stay ahead.

“I want to help businesses stay current with the market trend so they are ready to offer low carbon emission products and green alternatives and take advantage of this trend before it becomes too competitive.”

Hardik foresees his CITP designation will continue to play a an important role in further building his career.

“It enhances the credibility of my work, expands my influence in international trade, and unlocks new opportunities.”

Reflecting on his career journey so far, one piece of advice stands out: “Focusing on building relationships and being consistent is the way to go.”

The post CITP Spotlight: Hardik Panchal – Export Marketing Manager, Worldest Exports appeared first on Trade Ready.

Question 1: What languages do my customers speak?

If you’re writing in a Western European language and translating into another similar language (French into Italian or German into English, etc.), there are plenty of translators to choose from. However, if you need to enter Asian markets such as Japan, China, or Thailand, it is best to make sure your texts are firstly written in English. This is because the pool of translators working in certain language pairs (Spanish into Korean, for example) is much smaller, and consequently prices climb.

You should also avoid what is called relay translation. This is when a translation is translated again, into a third language—for example, German to English to Japanese. As in the childhood chain-whispers game, messaging can quickly become garbled and your carefully crafted text loses all meaning.

Question 2: How much humour and creativity does it actually need?

Translators excel at research, so checking technical terms is relatively easy. However, it is far more difficult—and time-consuming—to convey wordplay, sayings, proverbs, and metaphors in translation.

Here’s an example from the English-speaking world. We know copywriters like to play with words and create amusing lines like “Orange you glad to see me?” When read aloud, it sounds like “Aren’t you glad to see me?” Combine it with a picture of an orange and you have created a humorous ad.

However, other countries are less used to this sort of wordplay. There is a danger your audience won’t understand it, even if the translator manages to find something similar.

If you base a campaign on this sort of linguistic joke, the translation becomes difficult. After all, in our example, the word and picture work together. What is a German translator going to do with a picture of an orange with the German word for orange: “Apfelsine”?

As you can see, something like this would be unlikely to turn into a consistent international campaign. So, when you’re designing your campaign, think about how creative you want it to be.

Learn how to create a strong international brand and develop effective sales and marketing strategies in international markets with the online FITTskills International Sales & Marketing course.

Question 3: Could it be clearer, sharper, and more consistent?

When you write your copy, keep the KISS principle in mind: “Keep it short and simple.” Consider for a moment that French translations are often 20% longer than German texts, and up to 40% longer than English. How will that work with your design? Or will this longer copy take up too much space in your ad?

Even within the English language, you need to be precise. If you use an American copywriter, they usually write out the dates in full, but for readers from other countries, something like 03/02/2021  can mean the 3^rd of February or the 2^nd of March. You should also consider how you want to handle prices and currency. Are the prices all incorporated into the text? Does your $ sign refer to a US, Canadian or Australian dollar? Perhaps you could insert a table at the end containing the relevant currencies. Translators or graphic designers can then simply swap the prices out according to the market—but if you forget to do so, customers may feel misled.

Be consistent with terminology. Always use the same words for terms that are especially important for your company and your industry. One translation per term is enough. If you are writing about a blog, then call it that every time. Not blog the first time, then post, then article.

Question 4: Are you active or passive?

Understanding the active versus the passive voice is almost instinctive in most people. You know it when you see it, even if you don’t really know the rule. If you read the line “The ball is kicked by John,” something just doesn’t feel right. That’s because it’s a passive statement. However, “John kicked the ball” simply sounds more dynamic and natural.

So, ensure you plan your ideas and messages as directly as possible. Instead of “this is where you get help,” try “we’re happy to help.” Similarly, instead of “this is why the product has sold so well,” try “this is why our product is a bestseller.”

And a bonus tip for all you graphic designers out there. Avoid hard line breaks. Although they help the content to flow better within your layout, they make it difficult for translation agencies to export your text. They can also cause a lot of post-processing and unnecessary additional costs. The cleaner your layout, the faster and cheaper your agency can complete your typesetting.

Other tips to consider when creating content for international markets

Many translation agencies offer copywriting as an additional service. Consider briefing them directly to write your copy, thus removing a step from the process and saving you time and money.

Here’s a useful checklist for any copywriter who is creating content for international markets:

• Keep it short and sweet. French translations can be up to 40% longer than English source texts. Plan for this extra space in your layout.
• Make the content simple and clear so everyone can understand.
• Think about how you want dates or currencies to be written out.
• Don’t use puns or wordplay. Humour isn’t just difficult to translate, it’s also easily misunderstood, especially when your audience is international.
• Be consistent with terminology. One translation per term is enough. Are you writing about a blog? Then that’s what you call it every time.
• Use active language. Not only is it easier to translate, but it is also better stylistically and easier to understand than passive language.

The post 4 Questions to ask when creating content for international markets appeared first on Trade Ready.

From my more than 20 years in Asia Pacific experience, I believe the 3 key parts of an effective ASEAN entry strategy are as follows:

1) Strategic planning

2) A sales and marketing strategy

3) A channel design process.

1. Strategic planning

Strategic planning is about identifying and deciding where and how to compete and, more importantly, determining how to win based on keen analytics, facts and logical thought processes. We want to minimize assumptions and biases as best we can to reduce risk exposure.

This all starts with marketplace research and analytics derived from both secondary and primary data. This needs to go well beyond basic and generalized economic data such as GDP. The GDP formulation is simply Consumption + Investment + Government Spending + Net Exports. It doesn’t peel back the onion layers of a market, nor does it tell us where we fit in the GDP formulation.

Companies should include a comprehensive macro-analysis, including social, legal, economic, political and technological factors (known in the marketing world as the SLEPT factors).

In brief summary

Social and cultural factors shape consumer and customer behaviours.

Legal encompasses compliance and IP related issues—obviously, we need to make sure we meet product compliance standards and properly register our trademarks and copyrights.

Politics drive Economic as well as trade and investment policies (which should influence business decisions).

Technology refers to market sophistication, technology adoption and the competitive landscape.

The strategic planning process must also include micro-analysis to help select the best markets based on economic opportunity, the probability of success and ease of entry. Things to consider are market size and addressable market (your target customers), segments, key competitors and potential customers.

I cannot emphasize strongly enough how important it is to vet the SLEPT factors. For example, Singapore and Malaysia are bordering nations and members of ASEAN, but they’re very different in the context of SLEPT factors. What works in Singapore might not work in Malaysia.

Secondary data sources

Regarding secondary data sources, there’s lots of free stuff available online, but paid subscriptions are better. In any event, companies need to review samples and select the best resources for their unique purpose and business needs. Personally, I use multiple sources and cross-reference them to ensure accuracy. Moreover, we need to be able to convert raw data into meaningful information—otherwise, it’s just useless data without direction.

Primary data sources

With regards to primary data sources, at some point, you need to validate secondary data via a reconnaissance mission. You need to be in the marketplace to feel the pulse and vibe of the people you want to sell to.

Trade shows rule in Asia and are restarting. But rather than participating in a mega Asia-Pacific tradeshow in Singapore, consider participating in a country and industry-specific trade show.

For example, if your target country is Vietnam, and you’re selling building materials and supplies, participate in a Hanoi or Ho Chi Minh City construction trade show. The reason being that 100% of the participants will be from the market you want to develop. Plus, intraregional travel to attend trade shows will be somewhat hampered due to the COVID-19 situation.

• As I mentioned, trade shows in Asia are restarting and I’m sure trade show costs will be favourable, as will travel expenses as the markets restart and recover later in the year.

• Participating in the right tradeshow leads to channel partnerships and accesses potential customers. I would suggest you stay a week after the trade show to follow up on gleaned opportunities, and take the time to visit potential and competing distributors.

• Survey the voice of potential customers (VOPC) and determine whether there is there a gap in the market and a market in the gap.  This is a crucial step to aligning product mix, positioning, pricing and your sales and marketing strategy.

• After completing your analysis, you may very well decide to enter one or two markets to start with—but that’s okay. It’s important not to overextend by allowing your ambitions to exceed your capabilities.

2. Sales and marketing strategy

Ultimately, you need to define your differentiated and unique value proposition and execute your strategic plan through an effective sales and marketing strategy.

I recently wrote a Forum for International Trade Training (FITT) article about selling in the ASEAN region. I felt that there were lots of international trade, strategy and marketing articles on how to successfully enter and develop new markets. But there were very few about B2B selling. I think we need to realize that eventually someone, somewhere in a faraway land actually needs to sell something to make it all happen. So selling is important.

Selling in an international marketplace is very different and involves cross-cultural or multicultural selling. What works in a domestic home market is usually very difficult to replicate in an international setting. A marketplace like the ASEAN region is highly fragmented, hyper-competitive and contains many multinationals and a myriad of local producers all competing at varying levels of quality and price points. Companies need to establish themselves as a partner of value and rise above the crowd of competition.

As such, companies should not underestimate the importance of high-calibre salespeople and should invest in the right people, the right selling methodology and process, and also the supporting Customer Relationship Management or CRM technologies. The article I referenced earlier can explain different selling methodologies that you may want to consider. But, speaking from experience, how your salespeople—agents and intermediaries— sell will make the difference between exceptional or mediocre results. Some of the things to keep in mind include the following:

• The ASEAN marketplace is not just about products and price points, it’s about buyers and relationships founded on symbiotic trust, confidence and collaborative partnerships.

• As an example, in the West, salespeople can build relationships as they’re selling. In Asia, relationships come first and usually before the business. Establishing trust, confidence and credibility is important.

• Companies should not take a blanket approach to a trade region like the ASEAN. Each one of the ten countries has its own unique nuances and cultural norms, perceptions of value and buying behaviours.

• When you set-up a distribution, don’t just train them on product knowledge. Support them with training on how to effectively and efficiently sell your products using your sales methodology and process. Then, co-develop the biggest and best customer opportunities.

• Selling cycles are usually longer, especially in complex, high-value B2B selling. They generally involve multiple stakeholders, a hierarchical decision-making process, with decisions being reached by consensus and usually approved at a senior level. So be patient.

Example of a selling methodology and process

With respect to marketing, it can be challenging for any company to unify marketing and sales teams that are operating in different continents. Companies must clearly define individual and shared responsibilities and accountabilities. Marketing and sales, together, should establish and execute the best practices to reach and connect with target prospects, and sales should qualify and convert these prospects into customers. Companies must avoid siloing and misalignments and establish collaboration to rally around a unified and focused goal—which is to sell and help sell.

Technology is playing a huge role in international sales and marketing. The globalization of technology and the ease of connectivity and accessing information has created a global marketplace of sophisticated, tech-savvy and discerning customers. A marketplace like ASEAN is digitally engaged and technology proficient, so integrating digital marketing into your overall marketing strategy is crucial.

Use social media wisely; it’s a valuable tool. But instead of posting a cut and paste product image and call-me-if-you-need-me advert, consider posting a customer experience that mattered and how you made the difference. Then direct that to a landing page featuring the customer gain story, and allow that to evidence how you can help others leading to new conversations.

3. Channel design process 

If you’re selling B2B internationally, you’ll need channel partners to help sell your products. Designing a channel or distribution network is about building an effective integrated multi-channel network that accesses target segments, optimizes customer reach and accelerates market penetration and growth. Channels should be appointed before pursuing customers. It’s also important to recognize that channels own the end-customer relationships, and companies need to tap into these established relationships in order to scale.

Your channel partners should be selected based on their ability to access your target segments and customers, their financial resources to support market entry and growth, and their sales and marketing competencies and learnability to proactively sell your products.

Partnering is reciprocal; channel partners seek products that are innovative and saleable and provide an equitable return on effort and investment. Moreover, they seek partners who are willing to participate and adapt to their unique marketplace and support their needs. From a distributor’s perspective, they’re sharing their treasure trove of customers, and they’re very cautious about doing this. So, building trust is crucial—and this can take some time. With careful planning and use of these methodologies, success with them and within the region is certainly attainable—and lucrative.

The post Demystifying market entry strategy: The three key parts of an effective ASEAN entry strategy appeared first on Trade Ready.

At this point in human history, you probably already know that your business should be online. Whether you are a micro SME, or a multinational corporation, an online presence is no longer optional. But just in case you aren’t quite sure, allow me to convince you.

In 2011, the United Nations declared access to the Internet as a basic human right. More than half of the people on Earth (59%) are active Internet users and 600,000 more are getting online every day.

The global penetration rate of social media is about 51%. There are approximately 5.15 billion mobile device users worldwide. In fact, back in 2014 the number of mobile device users worldwide overtook the number of desktop users.

Ok, so we’ve safely established why you should be online – it’s where your customers are. Now, there are many options available for online promotional tools, so to select the best promotional tools for the situation, organizations need to first consider what is available and appropriate to the brand, market entry strategy and target market.

Want to learn more about planning and implementing marketing strategies? Check out the FITTskills Marketing Products and Services online workshop!

Online tools at your fingertips

With virtually unlimited access to a global market, the Internet—and the many online platforms that have emerged—has revolutionized the advertising industry. Using social media, pop-up ads on search engine websites, mass marketing email campaigns and vertically integrated multimedia powerhouses, organizations have a new arsenal of advertising tools at their disposal.

Marketers do not have to spend a lot of money on advertising and public relations campaigns. Less expensive options are available. For example, market segments can be reached by email. Online marketing with its referrals and networking opportunities is a powerful yet inexpensive way of reaching target markets.

Content is everything, everything is content

Content is the cornerstone of online marketing. It involves creating and sharing relevant and engaging information with the target audience through articles, blog posts, videos, podcasts, webinars, and other formats. The goal is to support business and marketing objectives by influencing the customer’s opinions before they are faced with a buying decision. It is important that content is offered in places where customers and potential customers spend their time, such as social media or search engines. A balance between content that is educational and content that generates leads is ideal.

With a daily onslaught of information, people often scan it quickly to find the good content and weed out the bad.

Content must provide something of value to consumers in order to keep their attention. People are no longer passive recipients of information.

They seek, consume and respond to content and promotions online and expect rapid responses to their enquiries and feedback.

For international initiatives, an organization must consider how content will be created and adapted to suit the needs and interests of the local target markets. There are various ways to approach this. For instance, corporate headquarters could create the content and share it with the local offices for adaptation, or the staff from headquarters and the local offices could collaborate on content.

SAP Content Audit Results in New Content Development

As part of their content evaluation activities, the application software company SAP conducted an audit of their content. The audit revealed that the majority of SAP’s content was tailored to late-stage buyers. Data gathered about online audience behaviour indicated that only half the content was being used—the other

50 % prompted no downloads, no page views and no digital feedback. They also found that local teams only used about 20 percent of the content that was provided by headquarters, even when it was translated into local languages.

Based on these results, SAP decided to stop creating content at the corporate office. Instead, they would help the local teams create their own content.

Your audience won’t find your content without good SEO

To achieve Search Engine Optimization (SEO), content must include keywords and phrases that the target market uses. Marketers can check Google AdWords to see the number of people using specific phrases related to their brand.

Successful marketers connect with international markets on the customer’s terms. That means using their preferred digital channels and communicating in their preferred language.

That also means translating content or creating entirely new content for a particular market. These efforts encourage market driven distribution of the organization’s content.

It may be the case that little or no budget is specifically allocated to content creation. When this occurs, organizations can use less expensive approaches, such as co-creating content with a partner organization and using the skills of existing team members. There are other creative options such as repurposing existing content or using content generated by customers—perhaps a testimonial video about their positive experience with a product or service—and posting it on the organization’s website or blog.

Pam Didner, author of Global Content Marketing, recommends creating content based on personas.

Persona development is about understanding the perspectives of buyers and describing their needs, concerns and interests to help with product and service design and marketing.

A well-crafted persona provides insights into appropriate wording, images and concepts for a particular market segment. The types of details that could be included in a persona are:

• Demographics
• Behaviours
• Attributes
• Budget range
• Device usage
• Communication preferences
• Job description
• Recommended key words
• Pain points and challenges
• Needs and desires

Personas tend to be based on market segments. For example, Intel, a multinational corporation and technology company based in the United States, has six global personas for its consumer promotions and two for business promotions. The key goal is to identify the interests and challenges that a particular segment shares. On their website, Intel provides a sample persona for a consumer they call. The profile has a photo of John and describes him as being a 28-year-old programmer who loves tropical fish, works long hours, eats out five times per week and uses technology to simplify his life.

Content created for sales training—sometimes referred to as sales enablement content—is particularly important for business-to-business relationships as knowledge about products and services needs to be transferred to sales partners. 

Websites, Blogs and Newsletters

One of the most effective and critical online promotional tools is the organization’s own website. Many marketing experts recommend an online marketing strategy that begins with optimizing the organization’s site, including search engine results. A spider, or bot, is a program which analyzes website content and then indexes it so the website can be easily found by a search engine. The higher a site is ranked by the search engine, the more likely it is to appear on the first page of search results and therefore, more likely to be visited by the person performing the search.

Organizations are encouraged to launch a newsletter, email distribution and a blog from their website and encourage viewers to sign up for them in order to gain lead information.

Newsletters, emails and blogs are inexpensive ways to keep in touch with customers and are effective as a way of maintaining their loyalty and interest in an organization’s products and services.

More about Search Engine Optimization

Search engines such as Google, Bing and Yahoo are the primary method of navigation for Internet users. The purpose of Search Engine Optimization (SEO) is to make it easier for an organization’s target audience to find its website. This is achieved by making it clear to search engines where to send users to find the information they are seeking. Website masters can achieve SEO by following best practices such as those described here:

• Create unique titles for each page on website.
• Summarize each page’s content.
• Create Uniform Resource Locators (URLs) that contain short, relevant words that users recognize.
• Use a simple directory structure that helps visitors track their location on the site and go from general content to more specific content.
• Have a 404, or Not Found, error message that provides users with links back to the site’s home page and other most popular pages.

Use key words and phrases that both new and experienced visitors will use in search queries to find the organization’s site or its products and services. Longer keyword phrases often convert better, because they catch people later in the buying cycle. A person searching for “shoes” is probably browsing, and not ready to buy. On the other hand, someone searching for “best price on Air Jordan size 12” knows what they want and is ready to make a purchase.

• Create quality content that is unique and easy to read.
• Construct site so mobile users are sent to mobile version rather than the desktop version.
• Use webmaster tools to identify site performance issues

The post How to use content marketing to promote your brand in export markets appeared first on Trade Ready.

Your business is up and running and things are going great. Now it is time to begin the process of internationalization, taking your business to new, untapped global markets. Everything looks great! And then you get hit by COVID-19 and the resultant global economic downturn.

How do you ensure that not only will your business survive, but ensure that it can maximize its gain during this (or the next) disastrous global crisis?

There is a lot that can be done, and it will take a great deal of work, but the results and returns are well worth the effort invested in ensuring your international business is both literally and figuratively virus-proof.

Rather than panic, the business owner whose company is properly positioned both domestically and internationally can thrive, even amidst these historic economic anomalies.

A major part of any international campaign revolves around language. This is just as true in the global fight against COVID-19 as it is in any global marketing campaign. Medical translators from around the world are working hand-in-hand with academic, scientific and medical institutions. Their role is indispensable. They are providing medical translation services day and night to ensure that all research and information about COVID-19 is translated quickly and accurately and made ready for immediate global distribution. The best part is, they can provide the same service for you and your business, even during a global pandemic.

Now’s the time to bring your business online

According to many sources, not only is the “Internet Economy” one of the largest, in various studies, the overall growth of the internet economy, most notably in terms of ecommerce, has outpaced other economic growth by a wide margin. According to Statista,“In 2019, retail e-commerce sales worldwide amounted to $3.53 trillion”. Online shopping is one of the most popular online activities worldwide. The chances are pretty good that if you are ready to take your business international, you have already established an online presence.

This is not always the case though, as some companies will always be springing up with innovative concepts, and moving directly onto the international stage. In such cases, there may be a good deal more work involved, but it is still possible to rapidly move online and establish a business designed to capture a large portion of the potential markets.

Ready to explore ecommerce? Learn how to set up and optimize each step of your e-commerce process to meet the ever-changing demands of customers

Live interpretations and even translation agency offices have suffered just as much as most brick and mortar businesses during the current global pandemic. Those that have been thriving have an established presence online. Most of them have already taken their online presence international, but for those companies who have not yet established an online presence, this may not be immediately possible.

Some businesses may be incapable of moving completely online, and as such, may suffer some during these times of global economic turmoil. That does not mean that they cannot move portions of their business online.

For those companies that do have an established online presence, there is a host of benefits and different ways to ensure that the company is on solid ground. The key to a successful international campaign is going to be in how well you can utilize your current marketing strategies and materials, and where you must tweak them and adjust them to reach a larger global audience.

Repurpose traditional marketing strategies

Once you know there is a demand in a new market, then it is the job of the marketing and advertising materials to create the desire to fulfill that demand with your products and/or services. You likely already have a website, some videos, maybe some podcasts and other marketing materials online, but now all of those have to be made anew so that they are ready for the new market, right? Wrong.

Your website can be converted into numerous languages using a number of different tools and methods. However, translating is not enough. Take some time while translating to look at all of the little personal cues that are in the website content, and replace them with cues that will be equally effective in the target language.

Certain analogies, and even some words, will not translate well into other languages, and these points should be taken into consideration as well. Replacing the details in order to meet the expectations of a new audience, speaking to them on their own terms, is known as “localization”, and it is all about creating the ultimate customer experience on a very personal level.

If you have a video marketing campaign already going, so much the better. While it may sound like a great idea to begin an entirely new video marketing campaign in your efforts to internationalize, it is not only unnecessary, but may prove to be more detrimental than actively working to adjust your existing video selections.

Posting all brand new materials in any online advertising campaign that ages is probably not a great idea, especially if there is already some finely aged and tuned marketing material already posted. Brand new videos with only a few hundred views will not be viewed from the same perspective as older videos with thousands or more views. Fortunately, there is a very simple solution that will help you to internationalize the videos without much effort at all. There are numerous benefits to using video translation services to create closed captioning for all of your videos.

On Facebook, 85% of videos are viewed without sound, so the first and most direct benefit is the ability for your potential customers to watch your videos without sound while still gaining all of the relevant information.

The SRT files for closed captioning are also indexed by the search engines, both on YouTube and on the individual search engines. The number of keywords will increase, the ranking on the search engine results page will increase, and so will the number of times your video makes the YouTube recommended list. It is also remarkably easy to include closed captioning in additional languages for all of your video campaigns online.

Now, your videos will also rank for the relevant keywords in any foreign languages that you are targeting in your internationalization efforts, replete with well-aged videos and the increased consumer confidence that comes along with it. These same principles can also apply to podcasting through the use of transcription and translation services.

Maximize your international marketing campaign with split testing

Once all of the preceding steps have been taken, there are two final steps that should be an ongoing part of your internationalization in terms of marketing and advertising. As mentioned, localization is all about creating the ultimate customer experience. It may be ensuring a smooth transition for the user as they begin their journey on their home computer, and continue it on their cell phone on the go. The continuity of connection is key to successfully engaging your customers in that regard.

Have you ever seen a grandchild out with their grandparent? The child, seeing something amazing, may shout out a current expression that the grandparents are absolutely clueless about.

Even in the same geographic regions, with the same accents and the same tendencies, each generation will have its own common phrases and expressions, idioms and vernacular.

What is the target demographic for your international campaign? Find and target that market, but continue using the process of split testing in order to ensure that all of your localization efforts are as effective as possible.

Split testing is all about setting up dual advertising campaigns and running them for a set length of time. After the time has expired, the results will be tallied up and the best campaign kept, while the poorer performing campaign is discarded and replaced by the better performing one. Ensure none of your discarded campaigns are lost, as some campaigns may still perform well, even if not as well as the winner. There may also be key factors that will help to indicate which portions of the marketing and localization campaigns are effective and which portions are not. Combining the more effective portions into one can also produce very positive results.

The safest investment of all at present, seems to be reinvesting in your company. The potential of the Internet Economy is endless and international. So why not put your resources to use online, and bring your business to a whole world of customers?

The post Going global online in times of crisis appeared first on Trade Ready.

Gone are the days of building products for domestic markets only. In a typical product development scenario, a good deal of time and effort is spent focusing on local customers.

While taking a local-first approach is a solid strategy for some businesses, for those looking to new markets, this approach no longer works. Companies that have any hope of growing, competing, and succeeding internationally will need to think outside their home country—and this means adopting a global-first mindset.

If you’re looking to sell your products in international markets, it pays to think global from day one.

In this case, a product internationalization strategy is essential for global growth. Internationalized products can be adapted to reach a wider audience, both domestically and internationally, making them easier to deploy on a global scale.

So, if you’re ready to conquer new international markets, here are five tips to get you started.

1. Design for the world

What better time is there to guide internationalization decisions than at the design stage? Toyota is an example of how manufacturers can use product design to scale globally. The Japanese automaker has realigned its product development to incorporate a new global architecture, a platform that serves as the foundation for most of its vehicles around the world.

Though this new process is delivering expected results (such as cost savings, improved production, shortened development cycles, and reduced plant waste), perhaps the most impressive of all is how it allows for scalability. In other words, this new global framework effectively enables the automaker to leverage a basic automobile design in different markets around the world, with minimal reengineering efforts, while maintaining a consistent quality and experience.

Can this design approach be applied to digital products as well? Indeed, it can. When it comes to web design, for example, web globalization expert John Yunker recommends using global web design templates. These “master” templates of provide the basic infrastructure for the overall web design; they’re meant to cover a broad range of locales, dictating only the global page and navigation elements. This global template can then be rolled out to local templates and adjusted to accommodate locale-specific requirements.

According to Yunker, starting with a global template offers significant advantages, such as ensuring that each regional version of the website has the same look and feel, providing a consistent user experience across regional and country websites, and delivering incremental time and cost savings. For a company, the value of this approach increases exponentially as the number of its local websites increases.

2. Create a global content strategy

If you’re creating content for non-English speaking countries, you know how difficult it can be to communicate your message and stay on brand across different languages and cultures. That’s why it’s critical to start with high-quality source content.

When it comes to writing for global audiences, a good rule of thumb is to create content that can appeal to a wider audience.

In other words, focus on overarching content themes, and keep your content neutral by avoiding any cultural, economic, and regional specifics. This makes the content easier to translate and localize.

When creating content for global audiences, here are three more things to keep in mind:

• Write bigger pieces of content. Small pieces of content have their place in a strategy, but for global audiences, bigger is better. Big content assets can be fragmented into smaller chunks, adapted, and repurposed (as needed) by the local teams.
• Create global personas. Developing user personas for each target locale can be time consuming and expensive. Content marketer Pam Didner recommends using informal, global personas, which instead focus on the commonalities among target audiences.
• Have a governance program. Global content production requires the efforts of both headquarters and regional teams. Consider who will be responsible for creating, localizing, managing, and maintaining the content. Most importantly, involve all the teams in figuring out how content processes and performance will be measured.

3. Implement a global style guide

Is your branding consistent across all channels? Are you getting your message across clearly? When working with multiple authors and designers, especially in different countries, it can be a struggle to keep your branding and messaging consistent.

A good first step is to put the right tools and guidelines in place. Creating style guides, glossaries, and communication guidelines that define when and how specific elements (such as colors, typeface, logo, core terminology, style, voice and tone) should be used ensures your team stays on brand.

And don’t forget your translators and linguists! Reference aids are crucial for maintaining messaging and style consistency in your translated materials, too. So be sure to create specific guidelines for translation and transcreation, and include any cultural considerations of the target country.

4. Work with local teams

Understanding your audience is central to any good marketing effort. But it can be especially challenging when targeting global markets, because not every concept resonates equally around the world.

Taking a global approach to product and content development may serve to provide strategic oversight, but it doesn’t exclude the importance of thorough localization. The reality is that the world isn’t homogeneous, so applying a universal solution to heterogeneous markets is sure to fail.

This is where your local team comes in: who better to understand the culture and provide a truly localized experience? Needless to say, the local team is indispensable for:

• personalizing the product for their geographic region
• delivering content that’s relevant and useful to the target audience
• performing in-country reviews, and ensuring proper localized messaging
• validating the local user and customer experience

As marketing strategist Rebecca Lieb points out, “global enables local.” In other words, a successful global rollout hinges on striking the right balance between the central strategy initiated by headquarters and the local insights provided by the regional teams. So work with your local teams, engage them in the process, and iterate locally.

5. Invest in technology

As your market reach grows, so will the amount of content you’ll have to store, publish, manage, and maintain. To efficiently scale your marketing programs across borders, you’ll need to invest in tools that can streamline your translation and localization workflows, help maintain consistency across content assets, and improve content output.

The two primary tools used for this are content management systems (CMS) and translation management systems (TMS):

• A CMS is used to create, manage, store, and publish content across the enterprise.
• A TMS is used to manage translation assets and automate the globalization workflow.

When used together, these tools help companies integrate the entire workflow into a collaborative process, making it easier to create and edit content, translate and localize it, and push it to the web.

The result? Better experiences for your customers and more cost savings for you.

Typical product development processes still focus largely on building products for domestic markets. But for companies looking to launch their products internationally, taking a local-first approach to product development no longer works.

Finding success in today’s globalized economy hinges on designing world-ready products and content, and collaborating with your regional teams to scale your efforts globally.

The post 5 tips to create products and content that scale globally appeared first on Trade Ready.

Learning how to operate for worldwide success is about much more than simply understanding another language, using the right terminology, or even having in-market teams around the world. Being truly global is about seizing the opportunity to compete and win on an international basis.

Successful globalization includes working with champions to advocate for globalization on behalf of your global customers. At NetApp, our champions help us align our goals and roadmaps to department needs, all while supporting globalization across the organization to make sure that programs, projects and ideas are accepted across countries. We call this “geo alignment”.

Geo alignment is a concept I came up with while working in a corporate setting and leading a centralized team of globalizers. Maybe someone else had used the term before,  but I embedded geo alignment into our enterprise, using the concept to discuss a gap I had detected around the lack of collaboration between headquartered teams and the local offices.

I saw too many parties not talking to each other or even trying to understand what will make a product successful in a particular country.

Headquarters cannot and should not work alone

It is not uncommon for companies to push products internationally, without having crossed-checked and prepared a good geo alignment strategy. Going global requires tight alignment between all headquarters (domestically and internationally) in order to successfully enter a specific country or key account.

This common mistake assumes that most key corporate or enterprise offerings are cooked and created by folks at headquarters. They are responsible to take a program international. But how often are these programs created in a vacuum, involving only a few folks behind closed doors?

My observation was that in more than 75% of cases where these programs had received zero or very little input from the field in its design phases, they failed.

They were often launched late, were not taken seriously, were rewritten, rebuilt, repositioned, or ignored if there was not a very clear mandate to fully support the programs up upfront.

Corporate headquarters are usually the setting and offices where the CEO sits, taking the overall responsibility for the success of the company. It is considered a business’ most prestigious location and where most major decisions are made. Geo headquarters are usually also the setting that governs a full geography or cluster of countries. You might have a corporate headquarters out of Houston, Texas, in the United States, and the geo headquarters out of London governing Europe. You may find Singapore as the Headquarters for Asia, Mexico as headquarters for South America, and so on. All headquarters typically have the same goals towards a set of products and company revenue targets imposed by the CEO.

Working together for a fully-integrated product launch

If you create an incredible product out of your headquarters in Barcelona, you will most likely have a sales plan to export your product to Spain, to France, or Italy, and other regions of the world. For your product to be successful you need carefully orchestrated plans ahead of time to export, place, enter, promote and reach the ultimate customer in each market in a manner that will stick, be supported, and see steady growth.

Geo Alignment means that all parties in the creation and final push of a program into market are in synch, including all the leads in the field that need to run these programs locally. In this scenario, there is full upfront disclosure and buy in from the teams who will actually have to sell and push this product in front of customers. Timelines are set, product is global ready, marketing plans are developed, sales plans are in place, and support plans are ready to go.

I presented this idea to my executives after seeing how headquartered teams kept pitching fully fletched completed ideas to the field offices without collaboration. The pitcher pitched, and the catcher couldn’t keep up, nor had any visibility into what was coming towards them.  It was my observation that a large percentage of programs created by headquartered teams would never launch successfully once they landed locally in the markets. The markets couldn’t keep up or these programs would compete with local ideas.

Creating a program that will succeed internationally is complex, but doable with a geo alignment program. Typically, countries receive a number of programs they are supposed to support and push through, and a geo alignment team will organize and manage this across borders.

Geo Aligners are people who have lived in a few countries, speak different languages, can empathize with a country set up and a headquarter set up and bridge the in-between processes.

They are often diplomats, well spoken, clear in conversation, meticulous in scheduling, and making sure no one is left behind.

Your geo alignment checklist

If your product is not selling well internationally, you need to figure out why. A process like geo alignment will help decipher where the key issues are. It might be a licensing or pricing issue, localization issue, lack of advertising budget, or maybe the support center is not open enough hours.

Sample checklist for proper geo alignment should think through the below:

• Mapped programs that will need to go global, when, and where
• Well prepared calls with just the right number of participants
• Disclosure of plans, and timing of a significant program
• Clear expectations of KPIs
• Have the field offices disclose back to the HQ their marketing, launch and support plans
• Agree on assets or bills of materials needed for launch and post launch activity with localization plans and budget assigned
• Agree on training to make program successful at any pathway level (for sales, marketing, engineering, support, etc.)
• Executive visits for launch time and Executive Business Center presentations
• Create a sustainable roadmap for this program, product or launch: when it will be obsolete, combined into another program or need to be upgraded
• What is the support model? Licensing model, OEM models, etc.

This effort requires the coordination of an orchestra, and the geo aligner is at the helm.

They are experts in going global and seeing local success with detail.

Geo Aligners are well respected and are typically very senior roles, who understand the company’s vision well, understand quarterly and yearly plans, and are excellent mediators. Often, they set up a cadence of geo alignment calls to get organized and know who oversees all the pieces. They learn the programs to launch and carry the success all the way to launch day. They will have a methodical way of going through all the pieces for both sides, the HQ and the field. They will identify who to team up with and will think for the business with each of these local leads.

Making sure a product sticks internationally requires parallel and long-term activities, planning it all correctly with a goal in mind will ensure success. A team organizing all the pieces will help speed up international acceptance and introduction for mass market.

Have you tried a version of geo alignment at your organization? Share your experiences in the comments!

The post Are your global teams working together? How geo alignment helps companies succeed globally appeared first on Trade Ready.