I
Seminars & Other Services
I
Delegate Comments
I
To Book
I
Hints & Tips
I
Venues
I
About Sue
I
Contact
I
Going GlobalA variety of factors are pre-empting membership associations to consider operating overseas. There are many things to consider, however quality thinking, good research and careful planning will help you increase the likelihood of success and minimise the risk of any nasty surprises. A suggested plan of action is as follows: 1. Be absolutely clear about whose idea it is and their motivations. Are these based on an understanding of global realities? 2. Do some more research. a. What is your international status and reputation at present? What enquiries, contacts, customers or members do you currently have overseas? Where is interest naturally coming from? Look at the number of international visitors to your web site. b. What aspects of your activity would most benefit by being international? c. What will be the impact on your existing members? How international is the industry or profession? How eager are members to do business or work overseas? What would be the added value to them of international expansion? Review demand for events or newsgroups with an international focus. It is important to understand what being global would mean to your existing members. d. Which countries show the best potential? Draw up a list of factors that are important to you. For example: The potential demand; the existing provision of the benefits you offer; the level of protection for your intellectual property i.e. your trade marks and copyrights; the level of corruption; the level of customization that would be required; the existing communications infrastructure; the existence of cultural practices that would cause friction; the political, economic and social climate; etc. Evaluate each country against your key criteria and draw up a shortlist. A list of other factors are listed below. It is important to have a clear framework to show and present to others where your best opportunities are and why you have chosen then. 3. You need to explore the type of operation needed to support the delivery of your services in those countries. Your choice will impact on the set-up and on-going costs, exposure to risk, level of control and rewards. Is it best to integrate responsibility into existing UK departments, perhaps outsourcing some of the tasks on a paid basis; or form an alliance or collaboration with a third party on an equity or license basis; or set-up national and or regional offices in those countries? You might decide to start with one of the above options and move to another, once you reach a certain level of take-up. 4. Firm up your findings with more intelligence. Engage with other associations operating in your short listed countries. In the UK there are over 170 membership associations with 'International' or 'European' in their name. (For reference I have listed these below). The American Society of Association Executives also has an International Section you can join and their listserver discussions can be very useful. For example a recent discussion highlighted the options for structuring membership fees in low-income countries and the systems available for processing foreign payments. The European Society of Association Executives and the World Congress of Association Executives would also be useful focal points. 5. Finally here is a list of other strategic, tactical and operational issues to consider during the planning process: § Will being international require a change to your mission? § Will your board structure be affected because of the need to have international representation? Does it have a global mindset? § Who will be the project champion? § Where will the opposition come from, how strong will it be and how should it be dealt with? § What resources will be needed? § What new training will be required? § Who will handle customization e.g. translations? How will cultural differences affect communication styles? What can you say, what can't you say? What tone is appropriate? You will need to place extra emphasis on your communications. § What are the local financial, tax and legal implications? § What is a comparable membership fee? § What success benchmarks and contingency plans have been set? What is your exit strategy if you do not achieve them? Although globalization has arrived in the world, most associations are not yet ready to make the move. It is a decision that should not be taken lightly. This article will be published in Association Manager in October 2005 Additional Information 1. Other factors to consider General: Where does that country rank in terms of: § Cultural practices that would cause friction e.g. corruption, economic freedom, protection for your intellectual property i.e. your trade marks and copyrights § Stability of the political, economic and social climate § Globalization § Human development § Income distribution § Exposure to the UK (look at the level of import of UK goods and export of their goods to the UK) Demand § The existence, activity and penetration of similar associations or organizations offering similar services. What are their strengths and weaknesses? § The potential demand. Is the sector emerging and open to overseas providers? Or is it a well established mature community? Would they be able to afford membership? (Look at GDP) § Who are the key sector influencers and are you able to build and sustain good relationships? Delivery § What level of customization would be required of existing services? What would that cost? § Will new services be required and what level of investment is required? Would these services be valuable to existing members? § How will you communicate with new members? What are the main channels for communications? § What is the main and secondary language? Will translation be required and how will it be handled?
2. UK Associations with 'International & European' in their name:
I
Seminars & Other Services
I
Delegate Comments
I
To Book
I
Hints & Tips
I
Venues
I
About Sue
I
Contact
I
|
Training & Consulting
|
