Handbook of Corporate Communication and Public ... - Blogs Unpad

financial risks. There might still be obstacles
of distance, culture and time that communicators
and their colleagues may need to
address.
It is important to retain a sense of perspective.
Business people around the world watch
the news on CNN. Global media is shaping
their attitudes and perceptions. But even MTV
has its regional offerings, and requirements
for products can vary greatly between
national markets. The significance of borders
will depend upon the nature of the activity
being undertaken.
Successful international operators and
businesses that struggle to build foreign relationships
adopt very different approaches
(Coulson-Thomas, 2002b). Losers tend to
‘continue as before’ with the addition of overseas
names on circulation and distribution
lists. Winners adapt their behaviour and practices
as appropriate. They are aware of what is
happening abroad, open to new influences,
and receptive to alternative ideas.
Some losers are overawed or disheartened
by the claims of others. However, many socalled
international companies are essentially
national enterprises that trade internationally.
People who travel a lot may hold onto their
stereotyped views or exaggerate their national
characteristics. Living and working abroad can
reinforce existing prejudices.
Winners recognize that appearances can
be deceptive. Some make an effort to adjust
and adapt, while others do not. Attitudes,
approaches and perspectives distinguish internationally
aware mangers. They are alert to
developments in the global business environment.
True internationalization is much more than
an ability to speak foreign languages. Winners
are open to alternative viewpoints, tolerant
of national differences and actively support
cultural diversity. They seek opportunities for
foreign travel, participate in overseas exchanges,
swap jobs, and join international
project groups, task-forces and teams.
Companies like countries can have distinct
cultures. Communicators need to be sensitive
to differences and similarities in national
assumptions, attitudes and motivations. They
should try to reconcile conflicting interests
while recognizing that particular local requirements
might create opportunities for bespoke
offerings.
Customer segments may or may not coincide
with national borders. Experienced
international managers are intuitive. They
have cross-cultural awareness. They are able
to handle diversity, run joint ventures and
build relationships with overseas colleagues.
Mutual expectations need to be realistic and
compatible. There may be practicalities to
address, such as whether the differing technologies
of the various parties will connect
and work together.
Some individuals and organizations have
little choice but to go global. The people who
are likely to be interested in what they have to
offer may be widely scattered. Losers stunt the
growth of their businesses by keeping opportunities
to themselves, trusting no one and
operating alone. Winners expand internationally
by forming relationships with complementary
collaborators.
Some managers have a distorted understanding
of overseas situations and naive
expectations of international initiatives. Communicators
need to be realistic and should
think through the implications of what they
are setting out to do. Winners anticipate
likely consequences, probable outcomes and
possible reactions. They are prepared to
address potential problem areas.
Losers often fail to recognize fundamental
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors