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Many associations are thinking, talking and/or planning on some sort of globalization. But what is globalization, exactly? Should we do it and if so, how? Should we just sell documents globally or should we open regional full-service offices?

Perhaps the simplest answer is with another question. Or, perhaps two questions:

--Do you have global customers?
--If so, what do they want?

If you can answer these questions affirmatively, with detailed data, then you may be ready for the next step. If you can’t answer these questions, go back to square one and find your “Voice of the Customer." Spend your money on finding and understanding the voice of your customer before anything else.

Assuming you have global customers, with reliable data on their needs and wants, then you may wish to consider how best to structure your organization’s business model and business processes for global activities. Here’s a table of four business models for globalization, with key business processes, adapted from the Daniels research in the book Global Vision, which is a very good reference.

These options should help you assess your own association’s culture, business model/processes and approach to global customers to better understand where you are now, and where you need to be, depending on your goal for a global organization. Consider carefully if your association is willing, or able, to develop the key business processes for your envisioned global model. For example, an association that is only interested in marketing publications and conferences to a global market and keeps their business organization and staff in their home country, is never likely to become anything more than a cross-border exporter of goods and services. There’s nothing wrong with that, so long as that’s your organization goal.

Bon voyage! Happy globalizing!