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When was the last time your strategic planners or management team reviewed what you’re doing in China − and why? If it hasn’t been within the last 12 months, here are three reasons why it’s time for an assessment, along with recommended actions to take.
Actions to take: Analyze how this initiative may affect markets such as India, Indonesia, Italy, and Poland. You may need to initiate, increase, or scale back your market presence and local support depending on the projected effect of a particular market’s deeper integration with China.
Actions to take: Investigate other Chinese-speaking markets more thoroughly, including possible domestic audiences on your home turf. You may be able to repurpose some of the hard work that you have already completed.
Actions to take: Evaluate other goals your organization could meet or exceed with the budgets, staff time, and executive energy currently invested in China if you diverted them to other areas of the world – including multicultural audiences in your home market. Explore how to keep your current customers in other locales enthralled with your products, services, employees, partners, and brand. Work on new ones that you wouldn’t have had the bandwidth to develop if you continued pouring resources into China.
Going and staying global extends far beyond your language strategy. Make sure that your executives, management team, and colleagues have access to the right data to make comprehensive decisions when it comes to whether to enter, stay, or fold in China.
Photo by chuttersnap on Unsplash
Director of Buyers Service
Focuses on global digital transformation, enterprise globalization, localization maturity, social media, global product development, crowdsourcing, transcreation, and internationalization
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