So what does this mean for those of us working globally? If we end up negotiating in another language, will our messages be mistrusted?

Solutions include (1) working with a native speaker to coach you in reducing your accent, (2) bringing a native speaker to the meetings as a fellow negotiator or interpreter, (3) and building personal relationships (and with the other parties before business begins.  Trust and credibility built in advance may outweigh such subconscious mistrust.

Yet another reason to build powerful business relationships across cultures.

And so, it was fitting that I spotted an article in the March 9th issue of the International Herald Tribune about how cross cultural understanding is the KEY to international business success.  Tanya Mohn gave several good examples–my favorite being about how a British proposal to an American firm fell flat because it began by listing all the pitfalls and risks. While the Brits thought they were doing a good job of disclosing the downside, their approach turned off the American clients.  Resubmitting the proposal with a positive spin clinched the deal.

In the Frankfurt business lounge I heard Russians negotiating with Aussies, and Italians speaking to Germans, to name a few.   Somehow we expect cultural business differences to arise between those folks–after all, they don’t speak the same native language–but not between Americans and British. However, yesterday’s article proved to the contrary. For a business payoff across cultures, you must know the other side’s cultural outlook–even if you both speak the same native tongue.

As this shows, professional service firms don’t have to be big players on the global scene–or be located in an international business hub–in order to develop business globally.

Just like JMGR, which now has designed hospitals in booming Chinese cities like Shanghai and Tianjin,  professional service firms can look for ways to take advantage of the increased growth in emerging markets. And cash-rich companies in emerging markets, like India and China, are also expanding abroad (creating even more opportunity for professionals). For instance, Indian corporation Tata upped its global prominence with the 2008 purchase of British-owned Land Rover and Jaguar–which is, according to Market Watch, part of an “aggressive expansion”.

In contrast, desperate Western companies are looking to move into emerging countries due to the slim prospects for growth at home.  For example, British insurance company Prudential has announced plans to purchase the Asian assets of American International Group for $35.5 billion;  Asian earnings would account for more than half of Prudential’s overall profits.  The Economic Times reports that American company Kraft purchased the British company Cadbury in part because of Cadbury’s Indian holdings.  After all, 38% of Cadbury’s recent growth came from emerging markets (as opposed to Kraft’s mere 20%).

Regardless of whether the expansion is into emerging or other foreign markets, the point is that companies are expanding globally.  And the globalization of companies creates more work for service providers such as accountants, engineers, lawyers, and architects.  So, how can you successfully capitalize on this international growth? Learning from JMGR, the answer may be simple.  As the story of Wang and the Memphis architects shows,  a simple business relationship  “can translate to a long-term, mutually beneficial business relationship”.

Zynga founder, Mark Pincus, created FarmVille to be an uncomplicated game that people can relate to regardless of their culture. In an interview this week with CNN Pincus states that a “farm is something that is internationally understood and known. It’s cross-cultural, cross-gender, cross-age. A great social game should be like a great cocktail party. If you want it to appeal to absolutely everyone you invite, it has to be broad in its content so that everyone gets it.”  The farm concept is so simple, yet genius at the same time.

FarmVille’s success should be no surprise to Steve Ennen and Eric Bradlow of the University of Pennsylvania’s Wharton School and keynote speakers at the 2010 Online Marketing Summit.  Their theory is that if a person participates in a particular activity, then their peers are certain to follow.  That doesn’t seem to be a ground-breaking discovery, but it does validate what many proponents of social network marketing are saying. The key for businesses is to adapt quickly to the ever-changing world of social media and its users in order to harvest the benefits. In other words, even if a particular social media tool doesn’t last forever, take advantage of it while it’s popular.

So, what can you learn from FarmVille’s success? Start by taking a cue from Zynga.  Find a concept that most of your ideal clients can relate to, and then adapt and integrate it into the marketing of your services. Just as people in all cultures can relate to farms, do your prospective clients share a particular need or interest? Think about creating an interactive, online tool to engage your clients and address those common concerns and interests–something like an interactive blog, resource center which welcomes contributions from clients and colleagues, or even (in the spirit of FarmVille) a game  (why not?).

Or, participate alongside your clients in an existing social media tool. For example, let’s say that you’re an immigration lawyer, financial planner or international tax accountant who wants more Venezuelan clients based in the U.S.  There are dozens and dozens of LinkedIn groups for professional Venezuelans–even one so specific that it’s geared for Venezuelans professionals living in Houston, Texas.  Participating in social media groups WITH your ideal clients is a great way to start a dialog. After all, if you want to expand your business, you’ve got to spend time (virtually or in person) with your potential clients.

The Wall Street Journal explores the financial cost of such cross cultural mistakes in  “Expanding Abroad? Avoid Cultural Gaffes” (1-19-10 by Emily Maltby), showing how the lack of advance research and cultural customization can wreak havoc.

Remember the Chevy Nova, which failed to sell in Mexico (and other Spanish speaking countries) because “No Va” means “it doesn’t go”?  Well, this article provides up-to-date examples along those lines. It describes how an e-learning company created driving courses for sale abroad–but failed to research the driving customs of such foreign countries; for example, the course advised drivers to take the center lane on multi-lane highways–without customizing the instruction for Dubai, in which the center lane is used just for passing.  The article also described cultural gaffes–choosing words or a tone of speech that would have worked well in the US but caused offense abroad.

Globalization has spread, but separate cultures (with their own cultural values and customs) still exist. So, do your advance research and avoid costly gaffes.

Mary Kay is the quintessential, American, direct-sales success—and, against odds, it has taken that success to China. The company faced roadblocks, including Chinese laws that forbade direct sales (until the law changed in 2006) and Chinese consumers’ lack of interest in make-up. However, as Slate reports, the company has worked around those challenges, leading people to ask, How Do You Say Pink Cadillac in Mandarin?

First, Mary Kay adapted its product mix for Chinese consumers.  The company learned to focus more on bleaching, anti-aging and skin care products, which appeal to Chinese women, rather than traditional make-up, which appeals less. Second, once Chinese law permitted direct sales, Mary Kay aggressively increased its sales force—even  providing small interest-free loans to women wanting to enter its sales force.  Third, the company made its internal and external marketing messages culturally appropriate.  Although it still uses lots of motivational phrases and maxims with its staff and the public, the company adapts them when necessary—in one case replacing a Christian reference to “a more anodyne statement about faith.”

Mary Kay succeeded by noticing and responding to the Chinese middle class’s changing values —towards Western glamour and entrepreneurialism.  What can you do to tap into and respond to the changing values of your clients abroad?  How can you alter your marketing messages, business strategy, services or products to respond to these changing values?

Staying on top of shifts in policy, culture and economics in your ideal foreign market is the first step.  Establish a system for researching and mining information about new developments abroad to detect opportunities.  Then, like Mary Kay, hone in on those trends that can be translated to innovation—and respond.

And why should you care? Well, if you were approaching prospective clients from Australia, you might want to incorporate this information into your marketing. For example, you might launch an advertising campaign that ties into an Australian national holiday (like Australia Day on January 26^th), or simply acknowledge the holiday with a card, phone call or email. By analogy, think of how proud most Americans are of  Thanksgiving, and how much Americans appreciate it when non-Americans acknowledge the holiday’s significance.

While I’m not suggesting that you go overboard and woo your clients Down Under with inflatable kangaroos like these chaps did, I am suggesting that you tap into your prospective clients’ sense of national pride. To do so, research your clients’ culture–but make sure that you’re researching the right one. (See Your Client’s Cultural Identity–It May Not Be What You Assume).  Acknowledging  symbols of national pride is a another powerful way to build meaningful client connections across cultures.

Cell phone giant Nokia doesn’t want to be known as a cell phone company anymore–even though it dominates more of the global cell phone market than the next three competitors combined;  as reported by Fast Company in Nokia Rocks the World: The Phone King’s Plans to Redefine its Business, Nokia is infiltrating entertainment and more,  morphing into an information provider. And it’s not just providing information, but rather customized information–sending everything from crop prices to Bollywood insights to its Indian users, while sending different data to customers in other locations.

The key to Nokia’s success? Working “hard to develop a deep understanding of all the cultures in which it operates”–and then customizing its offerings for such market.

Nokia’s top execs also stay fresh by surrounding themselves with creative thinkers and various movers and shakers (think Davos and TED). This has spawned interesting offerings,  like Nokia’s launch of Canadian singer Cindy Gomez, a natural beauty who can sing in eight languages; creating a multi-cultural dance game, featuring a Gomez-esque avitar, is one of Nokia’s recent creative endeavors.  And, one that strengthens Nokia’s brand as a global and culturally diverse.

Following in Nokia’s example, what creative steps are you taking today to develop new services (or products) for clients in the global marketplace? How can you surround yourself with creative  and culturally-savvy thinkers, and brainstorm about new offerings? Expanding or customizing your offerings doesn’t have to be drastic or painful; as Nokia’s CEO Kallasvuo explains, it’s not about “revolution”, but rather about “evolving”.

How to Create a Great Global Conference: Strategies for Making Attendees from Different Cultures Feel Welcome and Included (Monday, February 9 from 3:30-4:15) and

Outsmart the Economy: Grow Business Globally (Tuesday, February 10 from 1:45-2:30)

As the New York Times  reported today, more meetings are going virtual. High travel costs, stellar  videoconferencing, and virtual tools like online document sharing, have all contributed to the rise in virtual meetings. 

With fewer business meetings taking place in person, how will busy business professionals grow their client bases?  How will they become global rainmakers with less time spent connecting with clients in person? After all, the article mentions how client relationships, particularly those across cultures, can  suffer through virtual contact.

Global rainmakers know how to take this challenge–and use it to their benefit.  First, they learn how to build relationships virtually. Yes, it’s hard to pick up cultural differences when communicating with potential clients through a screen. However, that means that subtle nuances–like body language–become even more important; personal gestures appear heightened when projected onto a screen, and so it’s wise to tone down both gestures and attire.  Following guidelines on dress and personal gestures used by television reporters is wise, e.g. no plaids or “busy” fabrics, no large gestures or exaggerated facial expressions, no bad posture, no yawning (!), and the like. 

Second, global rainmakers adapt their behavior to accommodate a virtual forum. They pay attention to everything from the pace and structure of the meeting, to the format, to the layout of the seating. They don’t dominate to conversation or the meeting.  (Again, because all behavior appears heightened when viewed through a screen, boorishly dominating a virtual meeting looks/sounds/feels extra offensive.)  Global rainmakers watch for feedback from the other participants–whether in facial expressions, body language and the like.  Yes, this is harder to do virtually.  Much harder. But it’s even more critical to pay attention to such feedback in this kind of forum.

Third, those who want to perfect their virtual meeting technique, watch replays of their meetings–and evaluate their own performance.  Just as watching a film of yourself giving a speech can be enlightening, so can watching your “virtual performance” at a meeting.  Professionals who do this see firsthand how they come across to others–and how the screen magnifies their fidgeting and other unflattering habits.  This gives them the chance to correct their behavior befor ethe next meeting.  Painful, yes, but the feedback is proceless.       

Fourth, whenever they get the chance, global rainmakers meet their potential clients in person–and make the MOST of it.  They go out of their way to make sure that personal encounters happen, as often as possible. Sharing a meal, casual conversation or experiences can really strengthen business relationships. Asking, with genuine interest (and to the extent culturally appropriate) about the other person’s culture, hobbies, family or interests, also builds both camaraderie and relationships.

Now that face-to-face client encounters are declining, make yours count– favorably.