Act Globally. Think Locally.

I recently returned from a two-week trip to Shanghai for the annual meeting of IPREX, a global network of communications agencies. 

It was my latest in a string of opportunities to travel overseas in recent years, on account of taking on an increasing role in IPREX (I was sworn in as the new president at the meeting), as well as serving several clients with global operations.

But throughout my relatively modest travels, I’m always reminded of an important truth upon my return: I still have a lot to learn about the people and places I’ve visited. 

So who can help me better understand these essential elements? Only the people who’ve lived there all their lives. 

If you’re looking to succeed on international fronts, there’s simply no substitute for local expertise. You need people who not only speak the language fluently, but also truly understand the culture, the mindset and the current environment.

That’s why our partners throughout IPREX are so important to our business and our clients. In a global economy in which knowledge and speed are crucial, these relationships ensure instant access to professionals who really know how to advance success in Shanghai, Sao Paulo, Sydney and so many places in between.

Travel Diaries: Personal and Professional Networking in Madrid

Despite what you may be reading about the Eurozone crisis, not everyone’s in panic mode. For example, PowerAxle, our IPREX public relations partner in Madrid, seems to be on the up and up.

I had the opportunity to tour PowerAxle’s offices and meet Mayte González-Gil (at right), CEO of PowerAxle, during a return trip to Spain, where I lived for four years until late 2009.

In an old apartment in the center of the city, PowerAxle’s work environment reminded me a lot of ours here in Milwaukee. It’s an open office that allows for constant communication and collaboration. Some of those efforts are put towards clients such as AXA, the French insurance company, Chicco, the Italian baby care brand and Scania, the Swedish automotive company. Working primarily in the B2C sector, PowerAxle specializes in market research reports (many of which are used by various ministries of the Spanish government) as well as brochures and other collateral material.

We had a chance to sit down for la comida, a typical 2 p.m. Spanish lunch (which ended around 4 p.m.) at a lovely place near Plaza Olavide called La Huerta del Duque. We ordered some cheese and ham to start and shared an amazing rice dish (similar to paella) and talked about everything from business to politics to life. We found common ground on what our companies are doing in the digital space and also talked shop in terms of copy writing, design and billing.

Mayte mentioned to me they were looking for a new hire, which I passed on to my friend Juan, who was looking for a job. He’s starting there this week.

It just goes to show there’s nothing stronger than a good network, whether on a global level like IPREX or a simpler level like two friends. So keep up the networking on whatever scale and wherever that may be.

Insights from Our Partner in Japan

It’s a small world after all – but that doesn’t mean it’s a simple one.

For many companies, increasing globalization has brought with it increasing complexities of language and culture. Having people on the ground who are part of the culture in foreign markets is essential.

That’s why we’re pleased to bring you today’s post from TrainTracks Inc., our strategic marketing communications partner in Japan. As a fellow member of IPREX, a global network of independent public relations agencies, TrainTracks helps us understand and connect with audiences in a key Asian market.

Here are some recent insights from Ron Huber, a TrainTracks director.

Japan’s Media Landscape

It's been more than six months since the Great East Japan Earthquake. For the many victims of the disaster and the regions directly affected, the effects will continue to be felt for years. For the rest of the country, many struggles still remain, but for many businesses in Japan, the economic outlook appears more positive than initially expected. The general social atmosphere here has largely returned to its peculiar version of normalcy, and for international and global businesses exporting goods and services to Japan the high yen has created an ideal opportunity to grow their market share.

Due in part perhaps to this high yen, but more so because of our growing number of global PR partners, we at TrainTracks have seen a measurable increase in multinational client work. For new clients one of the most important tasks for us is always highlighting the unique characteristics of Japanese media. Every domestic market around the world will of course have key differences when dealing with the media, but Japan is the second-largest advertising and communications market in the world. Therefore it is especially important to recognize and adapt to these idiosyncrasies when planning your communications strategy for Japan.

There are two main aspects to the media landscape in Japan, the first being the way that journalists operate and the second being the ways each specific medium (newspapers, television, magazines, etc.) influence society. For part one of this two-part series let us have a look at the way journalists operate.

Just as with any country, journalists in Japan have their own particular way of doing business. The first aspect of this that our global clients are often exposed to when trying to attract media coverage is that there is tremendous pressure on the journalists to focus on domestic companies. To get past this as a foreign business, you need to localize the news and make the domestic relevance obvious to the target audience. This may involve something as simple as explaining how Japanese investors can utilize the information, but more often you need to explicitly explain how the news will impact Japanese businesses or the economy, even if it seems obvious.

Japanese journalists prefer in-person interviews, whether with the corporate spokesperson or with the agency representative. This means additional time, effort and costs that could be mitigated by phone interviews in markets where that is acceptable or the norm. On top of that most journalists will only do interviews in Japanese – even if they do know some English. In addition the media still prefers Japanese spokespeople even if a professional interpreter is used, so having a local spokesperson is crucial. Top tier executives like CEOs and CTOs from overseas are still welcomed and relatively easy to set up media interviews with, but unless they are willing to spend one week in Japan every month you are going to be missing out on many PR opportunities.

Finally, reporters here do not write articles solely based on press releases as often as they seem to do in other markets, and this is especially true when it comes to the most influential media. While this may also seem obvious to some, reporters like to find their own perspectives and almost always look for objective information based on their own research. This also means that if a press release relies on statistics or other figures, reporters here will often require them to be backed up by an independent third party before including them in an article. Another result of this tendency is that bylined articles (articles prepared by corporations but published as news) are quite uncommon in Japan.

Next month we will look at the media landscape from a publication and market perspective.