I received my copies of the Japanese edition of Think Outside the Country and am very impressed.
The book, like the English edition, is in full color and uses high quality paper.
You can order via Amazon Japan.
I’m pleased to announce the new book Think Outside the Country: A Guide to Going Global and Succeeding in the Translation Economy, due out on April 10th.
Think Outside the Country is isn’t strictly about taking a website or mobile app global, though you’ll find plenty of real-world examples about how to do just that. Ultimately, this book is about taking yourself global. It’s about providing an understanding of the globalization process along with country and cultural insights so you know what questions to ask when you’re asked to, say, introduce a product into a new market or launch a global marketing campaign.
This book is intended for people who want to help their organizations expand into new markets as efficiently as possible without any embarrassing or costly mistakes. And this book is about showing respect for the people who live in these markets.
You won’t speak every language, understand every culture. And that’s okay. Nobody knows everything. But we can all know a little bit about a lot. More important, we can know what questions to ask. This book will help.
You can learn more here.
And it’s now available for preorder on Amazon.
PS: We will also offer quantity discounts if you’d like to order a batch for your teams.
I was given a review copy of No Ordinary Disruption: The Four Global Forces Breaking All the Trends, which I read over the weekend. The authors are Richard Dobbs, James Manyika, and Jonathan Woetzel — all directors at the McKinsey Global Institute.
Readers of this blog are not going to be surprised by some of the disruptions highlighted by this book, namely the enormous impact that emerging economies are having on global brands (and future global brands). In fact, I doubt readers will find any of these four disruptive forces to be unique.
But what’s unique is how the book ties these four major forces together in a book that’s packed with insights and anecdotes while remaining free of management-speak.
First, here are the four disruptive forces:
Don’t expect this book to give you any concrete secrets about how to successfully navigate these forces — the authors rightfully point out that there are just too many variables at play to know exactly what this future world will look like.
What this book excels at is quickly summarizing these forces and the challenges they pose to businesses and policy makers. And using real-world examples to illustrate these forces.
I enjoyed the many visuals included in the book, such as this one, illustrating this shifting of the economic center of gravity:
From a web globalization perspective, a few parts of the book jumped out at me, such as:
The authors want this book to help you “reset your intuitions” about the world as you know it. For instance, we can’t think of China as a country with two large cities. It’s a country with numerous cities that rival many European countries in population. And we need to be on the lookout for opportunities (and threats) in countries that we may have overlooked in years past. There are a number of African countries, for example, that Chinese companies are now heavily invested in. And companies are learning that products and distribution strategies that succeed in emerging economies often have little in common with what works in more developed economies. These lessons are important to learn earlier than later!
Perhaps the most important message the authors deliver is one of staying curious and adaptable.
These are traits that make successful managers of global websites. After all, we can’t know what’s around the corner with any degree of certainty. But by keeping a curious and open mind you will be prepared to ride these waves as they come along.
My latest post for client Pitney Bowes on going global (or not).
An excerpt — Two reasons NOT to go global:
1. You don’t have realistic expectations (and budgets).
The most common mistake companies make when going global is expecting too much success too early. Doing so not only sets unrealistic expectations, but it also creates a short-term mentality, along with short-term budget commitments. Companies that succeed in new markets typically start small, set achievable and realistic goals, and set longer-term (3-5 year) budgetary commitments.
2. Your staff isn’t ready to go global.
While I believe that the best way to learn something is to do something, you also need to be as prepared as you can be before getting started. Too often, companies don’t have people who are even aware of the complexities of going global. Regularly reading this blog, for example, is something every employee should undertake to start getting a feel for the opportunities and challenges of going global. You want your colleagues to be inherently curious about the world, about cultures, and, ultimately, about customers who may speak any number of languages.
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