Knowledge Peers

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

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

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

In this interview Frank explains:

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

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

Click on the links to see more from this sequence:

Introduction Competing with banks...

Click on the links to see more from this sequence:

Introduction Competing with banks...

Click on the links to see more from this sequence:

Introduction Competing with banks...

Click on the links to see more from this sequence:

Introduction Competing with banks...

Click on the links to see more from this sequence:

Introduction Competing with banks...

Click on the links to see more from this sequence:

Introduction Competing with banks...

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

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

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

David Smith - CEO of Global Futures & Foresight

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

Z-Card is an award winning marketing agency specialising in pocket media such as the eponymous Z-Card (of which there are 1.5 billion in the world today) and including mobile phone applications and augmented reality technologies.

We spoke to Liz about how Z-Card has built a strong brand around the world, how the sales strategy varies around the world and the value of having partners when you are entering a new market.

Z-Card is an award winning marketing agency specialising in pocket media such as the eponymous Z-Card (of which there are 1.5 billion in the world today) and including mobile phone applications and augmented reality technologies.

We spoke to Liz about how Z-Card has built a strong brand around the world, how the sales strategy varies around the world and the value of having partners when you are entering a new market.

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

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

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

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

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

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

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

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

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

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

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

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

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

In this interview Steve discusses:

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

Jeremy Gordon is a High Growth Markets Specialist at UK Trade & Investment, specialising in China and Taiwan. In this interview Jeremy explains what to do when setting up in China, including:

● where to start and where to get help from
● what type of company structure is appropriate, and their pros and cons
● the local incentives
● the barriers and challenges businesses should be aware of.

Jeremy Gordon is a High Growth Markets Specialist at UK Trade & Investment, specialising in China and Taiwan. In this interview Jeremy discusses some of the opportunities and threats of working in China, including:

● why the market is important
● which markets are more attractive
● opportunities for UK companies in China
● what threats to look out for.

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

In this interview Steve discusses:

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

Jeremy Gordon is a High Growth Markets Specialist at UK Trade & Investment, specialising in China and Taiwan, and in this interview Jeremy describes some of the challenges of operating in China, including:

● a description of business risks in China
● advice on how to mitigate these risks.

Neil Blakeman, Managing Director of Neil Blakeman Associates and a business advisor on China, talks about what you need to consider when looking for a manufacturing partner in China.

In this interview Neil covers:

• where to start and where to get help from
• how to find the right partners and what to watch out for
• changing trends in China which might affect your choices.

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

Louis Hall, CEO of Cerillion, a telecoms software provider, talks about his experience of setting up an offshore operation in India.

In this interview Louis covers:

• the rationale for setting up an offshore operation, and why Cerillion built its own rather than using the services of an outsourcer
• how the offshore team was integrated within the rest of Cerillion
• his experiences of recruiting technical staff in India
• how their success was measured.

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

In this interview Steve discusses:

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

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

In this interview Steve discusses:

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

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

In this interview Louis covers:

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

Carol Borghesi, a customer management strategy consultant and previously Director of Customer Service Delivery at Bharti Airtel in India, advises on what to watch out for when offshoring customer operations to India.

In this interview Carol discusses:

• what aspects of customer operations are best suited to offshoring to India
• the options available for offshoring: captive operation, partners, suppliers
• key considerations when choosing a supplier.

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

Marc covers:

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

Neishaa Gharat, founder of Karma Ventures, talks about:

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

Neishaa Gharat, founder of Karma Ventures, talks about:

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

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

In this interview Dharmesh covers:

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

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

In this interview John discusses:

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

Fiona Glennon, Commercial Director of 7city Ltd, talks about her experience of running a subsidiary in the US.

In this interview Fiona explains key lessons she learned about operating a US subsidiary

● Ensuring sufficient communications within the subsidiary, and between it and HQ – from regular emails to encouraging sufficient travel and personal interaction
● Understanding the US culture in messaging and management
● Getting the right leader – a leader in one country / c...

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

In this interview Mary Ann describes:

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

Fiona Glennon, Commercial Director of 7city Ltd, talks about key considerations for British executives overseeing marketing and sales in the US.

In this interview Fiona explains:

● that people's presentation of themselves and their work in the US differs from the UK, being more sales-y
● the different sales commission structures prevalent in the US
● implications for Global accounts sales strategies when setting up a subsidiary
● be very careful with marketing initiatives ...

Mark Wiggins, Account Director of Trinity Horne, talks about his experience of managing a sales operation in the US.

In this interview Mark explains:

● the main issue he faced when he arrived in the US: knowledge/skills transfer
● what he thinks a company should do when setting up in the US
● the differences between UK and US sales staff and customers.

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

In this interview Jacque describes:

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

Iain Hawthorn, Senior Commercial Manager of HSBC, talks about the factors to consider in banking when setting up in the US.

In this interview Iain explains:

● the different processes and requirements of US banks
● how to find a new bank
● the options for offsetting account balance.

Click on the links to see more from this sequence:

Introduction Why Dubai?

Click on the links to see more from this sequence:

Introduction Why Dubai?

Click on the links to see more from this sequence:

Introduction Why Dubai?

Click on the links to see more from this sequence:

Introduction Why Dubai?

Click on the links to see more from this sequence:

Introduction Why Dubai?

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

In this interview Christian McMahon covers:

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

Ray Anderson, CEO of mobile content enabler Bango, discusses his experience of expanding the company into a number of new overseas markets.

In this interview Ray covers:

• Hiring for a fast-moving mobile company – what works and what doesn’t
• Impact of cultural differences when building up a global team.

This interview was recorded at the Cambridge Wireless International Conference 2009.

Ray Anderson, CEO of mobile content enabler Bango, discusses his experience of expanding the company into a number of new overseas markets. In this interview Ray covers:

• Deciding which market should take priority where there are multiple options
• Choosing the right time to move into a new market
• Getting help from an existing partner or customer in the new market – pros and cons

This interview was recorded at the Cambrid...

Rob Hamilton, CEO and founder of Instant Offices, discusses the serviced office option when opening a new office abroad.

In this interview Rob explains:

• the office options available when you are considering opening in a new location
• the pros and cons of the serviced and managed office options
• typical costs and contractual considerations
• differences between serviced office solutions in different countries.

Francis Thoday, Managing Director of Magnus Ltd, has many years of experience as an International Finance Director.

In this interview Francis covers:

• the main issues he faced as the finance director of subsidiaries and how he dealt with them
• what he focussed on
• the key relationships for the FD of a subsidiary
• office politics and cultural differences
• what to do if the managing director of the subsidiary is unsupportive or underperforming.

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

In this interview Avi explains:

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

Geoff Eagland, NED of Point Topic, talks about finding the right leader for a new subsidiary.

In this interview Geoff covers:

● the importance of choosing the right leader - understanding what you want that person to do
● how to measure their success.

Fash Darabi, Director of Knowledge Peers, talks about the getting the right leader for a new subsidiary.

In this interview Fash explains:

● Why the right leader is fundamental to success in a new subsidiary
● the key characteristics of a leader
● measuring success early on.

Colin Clare, an experienced Sales Director in the technology sector, talks about choosing the right leader for a new subsidiary.

In this interview Colin explains:

• the importance of choosing the right person to be a leader
• how to measure the success of that leader.

Frank Jones, Chairman of ASAP UK Ltd, talks about choosing the right leader for a new subsidiary office:

● the important characteristics to look for
● how to measure the success of a new leader.

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

In this interview Justin explains:

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

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

In this interview Bob explains:

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