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Strategic Planning and Management Insights

Five Tips for Launching Your Business Onto the Global Stage

[fa icon="calendar"] May 22 / by Gary Webb

International_StrategyImage: Creative Commons (Public Domain) 

Many businesses are seeing the advantage in undertaking expansions into global markets. But for businesses that have traditionally only operated domestically, making the strategic transition to access global markets can present a number of challenges. These commonly include, but are no means limited to cultural differences, local tax laws, human resources, and payroll.

Here are 5 tips to help launch your business into exciting new markets:

  1. Balance tech needs

    Cloud technology allows overseas staff to work as effectively as if they were in the head office. Being able to provide service support at local times, in the customer's own language gives you a huge edge on other small businesses and even allows you to compete for business from local competitors.

    Powerful personal technology allows regional teams or individuals to manage their workloads remotely from their laptop and smart phone. However, you’re dipping your toe into the international arena. Don’t buy expensive software systems that may not be needed until much later down the line. Look for simple cost-effective support for your in-country personnel. This strategy is much more cost efficient as you make your early transition into new markets.

  2.  Take advantage of local in-country expertise

    Why go through the expense of training up your own people in the language, culture and legislative complexities within any country and have them start from square one? Work smart and pick up experts to enrich your talent pool and give you a head start in global markets.

    Picking up some local talent is the quickest way to get access local expertise and knowledge and best way to understand the local business environment. Having boots on the ground, even one pair, can give you a huge edge in many markets, and help establish your international business.

    For example, Germany has the largest economy in Europe. While all the big players have a presence, the real drivers are the Mittelstand, the SMEs that are enjoying a recent relaxation on restrictions. This has allowed them to flourish in the last 5 years. Local contacts and experts who have networks within this thriving market of SMEs can provide a wealth of valuable insights to your business.

  3. Understand the complexities of in-country domestic HR and payroll

    Whether you choose to hire from within a country or send an existing employee to undertake the role, you need to get to grips with the payroll and HR nuances of the specific country.

    On average, you need 14 pieces of employee information to process global payroll. These include employee name, age, pay scale, tax code, bank details and so on. More data means more complexity. In addition, you have to consider any regional reporting obligations you may face.

    Key payroll dates differ from country to country, so logistics is as essential in payroll as it is in any other aspect of a global enterprise.

    Timing is a prime example. In Spain, employee payroll tax is paid quarterly, by the 20th of the month following the respective quarter. All companies and all employees are subject to Social Security contributions payable to the State and payments are processed by an employer on their own behalf and on behalf of employees, monthly, in arrears. Every country has its own rules.

    Every country’s revenue service has a number of standard requirements for all. Every country has a different take on employment contracts, so you need to be able to meet a variety of legislative requirements. This is why France has the most complex payroll in the world. As well as needing 16 separate pieces of data to even pay someone in France, the French government demands much more detailed reporting than other countries.

  4. Immerse yourself in the culture

    Every culture has a different approach to doing business. In order to cultivate lasting relationships with business partners and clients, you need to walk a mile in their shoes and embrace the way they do things.

    For instance, the formality of address is a big consideration when meeting people for the first time. Do they prefer titles and surnames or is being on the first-name basis acceptable? While it can vary across organisations, Asian countries such as South Korea, China, and Singapore tend to use formal “Mr./Ms. Surname,” while Americans and Canadians tend to use first names.

    The concept of punctuality can also differ between cultures in an international business environment. Different ideas of what constitutes being “on time” can often lead to misunderstandings or negative cultural perceptions.

    For example, where an American may arrive at a meeting a few minutes early, an Italian or Mexican colleague may arrive several minutes after the scheduled start-time and still be considered “on time”.

  5. Stay focused

    As a business new to the global market, you are not going to be able to take advantage of every opportunity that comes your way. You are better served focusing your limited resources on markets that can provide a substantial customer base, cost efficiencies via less expensive labour and materials, or a business-friendly environment.

    If an opportunity offers one or more of those advantages, it is worth pursuing. Above all, remain focused on your international business goals and do not go chasing after every opportunity that presents itself.

By leveraging technology, utilising local expertise, understanding the fiscal complexities, getting to know the culture and remaining focused on your business goals, any business can flourish globally. We live in a world where individuals are more connected than ever. So maybe it's time your business made the transition into the global marketplace.



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Topics: Business strategy, international strategy, Growth

Gary Webb

Written by Gary Webb

Gary Webb is the Marketing and Communications Director at FMP Global. With over 25 years experience working with household names such as National Express, Halifax Bank of Scotland (HBOS) and Camelot (The National Lottery) Gary has huge market expertise across the outsourced services sector. Gary is a Member of the Chartered Institute of Marketing (MCIM)

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