In Fortune Small Business
Five years ago, I wrote global small business briefings for Fortune Small Business. Many are still relevant today for going global. Take a look:
8/16/2000
Gaffe-Proof Global Marketing
Don't let your company's sales pitch get lost in a translation.
7/05/2000
Tap Business Opportunities in China
Finding the right partner is the secret to doing business with the Chinese.
6/21/2000
Find the Right Overseas Partner
Team up with a well-connected distributor and watch your sales explode.
6/07/2000
A Crash Course in Doing Business Abroad
Is your Website attracting customers from around the world? Use these sources to learn the ropes of doing business overseas.
You can access links to each of the above articles here.
Thursday, September 29, 2005
Thursday, September 22, 2005
Case Study: How Lenovo Is Leveraging the Global Brand from East to West
In May 2005, when Lenovo Group completed a U.S. $1.75 billion purchase of IBM's personal computing division, the China-based manufacturer leapfrogged its way to become the No. 3 computer maker in the world, second only to Dell and Hewlett-Packard. Along with rights to the venerable IBM name and logo, Lenovo got Deepak Advani, a Wharton graduate who was serving as vice president of marketing for the old regime.
Read Wharton's interview with Advani, now Lenovo's senior vice president and chief marketing officer, to find out what it takes to merge an Eastern business -- whether big or small -- with a Western one.
Read Wharton's interview with Advani, now Lenovo's senior vice president and chief marketing officer, to find out what it takes to merge an Eastern business -- whether big or small -- with a Western one.
Wednesday, September 21, 2005
Leading In A Global World
In LeaderValues
Globalization is a driving force in business today and its consequences are the subject of much debate. Yet, despite its increasing impact on every aspect of organizational effectiveness, I wonder if most leaders have really confronted its consequences in terms of leadership skills and mindsets.
Global means more than just sourcing or selling in foreign markets. It means recognizing that as we become more interconnected and interdependent, the basic processes of leadership and management must evolve to keep pace with the changing marketplace. It means that leaders need not just to “go global” but to “think global.”
Read the entire article here.
Globalization is a driving force in business today and its consequences are the subject of much debate. Yet, despite its increasing impact on every aspect of organizational effectiveness, I wonder if most leaders have really confronted its consequences in terms of leadership skills and mindsets.
Global means more than just sourcing or selling in foreign markets. It means recognizing that as we become more interconnected and interdependent, the basic processes of leadership and management must evolve to keep pace with the changing marketplace. It means that leaders need not just to “go global” but to “think global.”
Read the entire article here.
Tuesday, September 13, 2005
Are Women Globalization's Winners?
In the Globalist
Canada has a new foreign minister, Pierre Pettigrew. Reason enough to delve into our archive and present his argument about who benefits and who loses in the era of globalization. In this Globalist retrospective, he finds that three distinct groups — women, immigrants and young people — will not only benefit from globalization, but are better equipped than most for handling its challenges.
The article is adapted from a speech Pettigrew gave at the World Forum 2000 and is more relevant than ever today. Remember, his remarks were made four years prior to the release of Friedman's bestseller, "The World Is Flat," which makes it a very compelling read.
Canada has a new foreign minister, Pierre Pettigrew. Reason enough to delve into our archive and present his argument about who benefits and who loses in the era of globalization. In this Globalist retrospective, he finds that three distinct groups — women, immigrants and young people — will not only benefit from globalization, but are better equipped than most for handling its challenges.
The article is adapted from a speech Pettigrew gave at the World Forum 2000 and is more relevant than ever today. Remember, his remarks were made four years prior to the release of Friedman's bestseller, "The World Is Flat," which makes it a very compelling read.
Friday, September 09, 2005
What the global CEO thinks like
In rediff.com
Conventional wisdom talks of economies of scale. But in today's world, perhaps we should be looking at economies of learning and knowledge, says Sir Martin Sorrell, founder of WPP, one of the world's largest advertising groups. He manages over 100 companies operating in 92 countries.
Here's what Sir Sorrell says about what the global CEO thinks like:
"As a global CEO, if your database is well linked, you can be really up to date before you meet others so at least you appear to know what is going on.
Lots of people say that I am too much of a micro manager. I regard that as a compliment, not an insult. There are people who pull away from details and become totally consumed with strategies and tactics but implementation suffers.
If you ask someone why he got fired, the reason is usually because of execution not because they did not have a vision. We tend to have a lot of initiatives going on. I tend to believe that it's better to have thirty initiatives a day so you can get ten done, rather than have three and get just one or two done.
Being prepared is important. There are no nice neat mathematical models. What works in one place will not work in another. There are no global approaches, no blacks and whites but shades of gray. There have to be compromises, with strategic advances and strategic retreats.
You have to have different models. It could be an alliance model with just 20% of the company. It's pretty important to have a vision and execute that vision. I should be determined. Persistence is very important and speed is also very important.
I used to say it's better to take a bad decision on Monday than a good decision on the following Friday and I still think that it is true. You have to give people an instantaneous response, that's why I'm accused of being a micro manager."
Read the entire article here.
Conventional wisdom talks of economies of scale. But in today's world, perhaps we should be looking at economies of learning and knowledge, says Sir Martin Sorrell, founder of WPP, one of the world's largest advertising groups. He manages over 100 companies operating in 92 countries.
Here's what Sir Sorrell says about what the global CEO thinks like:
"As a global CEO, if your database is well linked, you can be really up to date before you meet others so at least you appear to know what is going on.
Lots of people say that I am too much of a micro manager. I regard that as a compliment, not an insult. There are people who pull away from details and become totally consumed with strategies and tactics but implementation suffers.
If you ask someone why he got fired, the reason is usually because of execution not because they did not have a vision. We tend to have a lot of initiatives going on. I tend to believe that it's better to have thirty initiatives a day so you can get ten done, rather than have three and get just one or two done.
Being prepared is important. There are no nice neat mathematical models. What works in one place will not work in another. There are no global approaches, no blacks and whites but shades of gray. There have to be compromises, with strategic advances and strategic retreats.
You have to have different models. It could be an alliance model with just 20% of the company. It's pretty important to have a vision and execute that vision. I should be determined. Persistence is very important and speed is also very important.
I used to say it's better to take a bad decision on Monday than a good decision on the following Friday and I still think that it is true. You have to give people an instantaneous response, that's why I'm accused of being a micro manager."
Read the entire article here.
Tuesday, September 06, 2005
Abridged Borderbuster 9/6/05
CONTENTS
If you are not a subscriber to Borderbuster, here's a glimpse of what you missed this month:
1. Welcome From The Publisher
2. Feedback From Our Readers
3. The Changing Face Of Global Business*
4. Business and Cultural Tips: Have Some Fun!*
5. The Next Big Idea*
6. How I Went Global: Ongoing Series // GlobeTrade.com*
7. A Reader Asks: Q&A*
8. Everybody Loves a Freebie -- repeat: FREE OFFER*
9. Business in China: A Wakeup Call*
10. Identify Emerging Market Opportunities*
11. Language Isn’t The Only Trade Barrier*
12. Chinese Ownership of American Companies: A Problem?*
13. Laurel’s New e-Book: “GODZILLA Global Marketing!”
14. Take A Walk On The Wild Side (TAWOTWS)*
15. Wind Behind Your Sail*
16. Miscellany*
*Indicates exclusive to Borderbuster subscribers only.
Sample section:
3. THE CHANGING FACE OF GLOBAL BUSINESS
*Subscriber Exclusive*
Going global has never been easy. Companies have always struggled to reach out effectively to different cultures and balance competing national agendas. What's different today is the speed with which events transpire and major forces react to move markets and shift competitive strengths and weaknesses. Businesses must be savvy enough to identify—if not anticipate—the new sociological, political, and economic trends that emerge almost daily.
To read the balance of the article, visit:
Optimize
###
To subscribe to Borderbuster, visit:
Sign Up For Borderbuster!
If you are not a subscriber to Borderbuster, here's a glimpse of what you missed this month:
1. Welcome From The Publisher
2. Feedback From Our Readers
3. The Changing Face Of Global Business*
4. Business and Cultural Tips: Have Some Fun!*
5. The Next Big Idea*
6. How I Went Global: Ongoing Series // GlobeTrade.com*
7. A Reader Asks: Q&A*
8. Everybody Loves a Freebie -- repeat: FREE OFFER*
9. Business in China: A Wakeup Call*
10. Identify Emerging Market Opportunities*
11. Language Isn’t The Only Trade Barrier*
12. Chinese Ownership of American Companies: A Problem?*
13. Laurel’s New e-Book: “GODZILLA Global Marketing!”
14. Take A Walk On The Wild Side (TAWOTWS)*
15. Wind Behind Your Sail*
16. Miscellany*
*Indicates exclusive to Borderbuster subscribers only.
Sample section:
3. THE CHANGING FACE OF GLOBAL BUSINESS
*Subscriber Exclusive*
Going global has never been easy. Companies have always struggled to reach out effectively to different cultures and balance competing national agendas. What's different today is the speed with which events transpire and major forces react to move markets and shift competitive strengths and weaknesses. Businesses must be savvy enough to identify—if not anticipate—the new sociological, political, and economic trends that emerge almost daily.
To read the balance of the article, visit:
Optimize
###
To subscribe to Borderbuster, visit:
Sign Up For Borderbuster!
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