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”.

The Nielsen Company recently reported that usage of social media sites grew rapidly, up  82% (!) from December 2009 to December 2009. Some sites’ usage grew exponentially, with U.S. usage for Facebook increasing 200% and for Twitter 368%.

Although the United States led the pack in terms of individuals using social media sites (142,000), Japan came in second place (47,000 individuals).  Australians spent the most time per month on such sites, topping out at almost 7 hours/month, with Americans coming in second (6 hours/month).     Other countries, like Brazil and the United Kingdom, reported a healthy number of social media users and time spent on social media sites.

So what does this mean for professionals wanting more clients abroad? Social media is another powerful global client development tool to build relationships–and very cost effectively.

Social media enhances other forms of relationship building, but alone isn’t a “quick fix” to boost clients abroad. Professional service providers usually need to build trust with prospective clients over the long term before being hired.

But social media does provide a way to start a conversation–a dialogue–that can lead to a deeper professional relationship.

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”.

Why not expand on this idea and look for interns from particular cultural backgrounds? If you want to develop more clients in China but don’t know much about the culture, for example,  you might look for an intern who is  Chinese (or at least from a Chinese background).  Although the intern’s business insights may not be profound, the intern could give feedback on cultural norms, business customs and the like–all of which are critical to successful global rainmaking.  Hiring an intern with a marketing, journalism or general communications background would be an added bonus.

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)

Yesterday I was reminded of this when I led a session titled Captivating Clients and Co-workers across Cultures at the Professional Convention Management Association’s annual conference in New Orleans. Even though I always make my sessions interactive, this session felt different…like there was a certain international energy in the room.

Why? Well, the audience actively participated–-REALLY participated–-sharing interesting, international insights about doing business in places like Amsterdam and Potsdam, and personal perspectives from natives of The Netherlands, Turkey and the like. This created a rich, interactive, international atmosphere.

And this shows why an international presentation that is truly interactive always gives a greater impact. Because our world is still awfully vast, every audience member will bring his or her slightly different interesting, international experiences. Sharing those insights during the session enhances the international impact of the session–and makes it more interesting and memorable.

So, whether giving a keynote at a big industry conference or training a handful of professionals, invite international insights from the audience.  Everyone will enjoy–and benefit from–the high-impact international dialogue.