Direct Marketing Article
Global, Local, or Blended Advocacy Programs:
Five Tips for Global Program Success
By Deborah Hanamura
Sales and marketing teams - not to mention customers - expect relevant
information immediately. What's relevant can vary not just from country to
country, but even from one city to the next. Sales and marketing materials,
including references and reviews, don't just need to be
business-appropriate, they also need to be culturally and regionally
Here are five tips that will set your global program up for success.
1.Relationships take time to build.
Companies that want to develop strong customer advocates in other parts of
the world should be prepared to invest time to build long-lasting
relationships. In some countries, establishing rapport can take several
months; in others, it can take several years.
Creating partnerships in other countries can help companies cultivate
relationships that pay off with strong customer references and advocates.
Partners can help identify customers who are strong candidates for referrals
or case studies.
2.Respect cultural formalities.
Titles and forms of address are very important in some cultures. For
example, in Japan, you show respect by adding the honorific "san" to the
person's name. "Koji-san" is a respectful form of address to Mr. Koji.
In Asia and the Middle East, efforts to engage a particular contact at a
customer company may depend on whether you can arrange an introduction from
someone who is either higher in the chain of command, or someone whom the
desired contact admires. Yet in more egalitarian societies, like
Scandinavia, you are better off simply contacting a person directly, because
invoking the name of someone else may be seen as unwelcome "name-dropping."
Be aware that expectations of hospitality can extend to you. In Arab
cultures, for example, if you are arranging a conference call with many
parties, you are expected to play the role of host. It is up to you to make
sure that everyone on the call is comfortable and is recognized
Humor should be used sparingly. What's perceived as funny varies wildly
between locales and regions, and even between individuals.
3.Regional privacy laws
Be aware of local privacy requirements when collecting data for customer
references. For example, actions that are acceptable in the United States,
such as scanning trade-show badges, may violate the law in other countries.
Statutory regulations of all kinds must be observed in doing business within
a country, but because complying with privacy laws is so important in the
gathering of customer evidence, those laws deserve special attention.
Further, be cautious about incentivizing customers. In some countries,
including the UK, employees are forbidden to accept gifts. In other
countries, gifts are expected and customary.
4.Simple gestures can make a big difference.
Small talk can be nice - and in some cultures, it's essential. Choose topics
carefully and avoid politics. For example, in Arab countries, it's okay to
ask "How is your family?" but avoid specifically asking about a person's
In Asia, a business card is seen as an extension of the person. Present your
business card to the person you meet, text-side out, with both hands—and
never with the left hand alone. Likewise, take the card that is offered to
you with both hands, looking at the card and then at the person,
acknowledging him or her. Keep the card on the table in front of you during
5. Group and social hierarchies
In individualistic cultures like those in the United States, Australia, New
Zealand, Canada, and Northern Europe, it is acceptable for individuals to
promote their own reputations and social status. In some other cultures,
however, people often prioritize their colleagues' reputations over their
There are three approaches to building a globalized marketing program:
A centralized approach can be simpler to deploy. Metrics, branding, legal
drafts, mission and vision, pipeline management, and resources are all
managed by a geographically connected team. However there are downsides - it
can be difficult to overcome language barriers, local customs and laws might
be misunderstood, and it is more difficult to build trust and rapport with
With a decentralized approach, your team may be closer to their customers
and will be able to present your products and services in a culturally and
linguistically relevant format. Your team will be familiar with the
territory and market landscape, and can use those insights to more
effectively manage sales and clients. It can be difficult to control the
brand and messaging in a decentralized approach, and coordinating a
relatively seamless organizational culture can be problematic.
Running a flexible blended program with a global focus and local execution
can bring together the best of both worlds. The centralized team can focus
on brand and messaging management, tools, infrastructure, and communication,
while the decentralized team can work in the field to realize those goals
and work hand-in-hand with customers and prospects. The blended approach
enables companies to achieve economies of scale, while still building
customer relationships that are rooted in local cultures, customs, and
By being aware of cultural differences, assuming nothing, and taking the
time to find out what is expected within a given country or culture, you can
form the relationships that will help you create an effective global
customer reference program and significantly increase your potential for
About the Author:
Deborah Hanamura has been providing strategic marketing insights and guidance to
companies of all sizes for nearly 20 years. Her clients include Microsoft,
Johnson & Johnson, GE, NIK Software, PURUS Technologies, TUK Footwear, and
the World Health Organization, among others. She is an experienced marketer
with expertise in business development, branding and positioning, social
media, direct marketing, and communication strategy.