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INDUSTRY
INSIDER Introduction By its very nature, the GIS industry is one of visualizing, mapping and managing geographic areas, plus understanding the integration and interconnectedness of such maps with information layers, geographic systems, and other geographic areas. Yet throughout the United States, companies involved in the GIS industry have been woefully slow in marketing their homegrown services and products to emerging markets in Asia, Latin America, Africa, and parts of Europe. The focus on capturing U.S. contracts is a process that dominates the minds of American GIS managers. Growing globally in the GIS industry encompasses a series of steps that need to be taken in order to succeed. This is a methodology that includes the steps described in the previous two parts of this series. The road to success, however, includes twelve basic principles of international GIS marketing as well. These principles focus on marketing, negotiation, and business value systems or cultures. The marketing principles for GIS are described as follows: 1. Every GIS marketing activity must be focused on the objective of relationship building – among individuals, brands and organizations. 2. Countries that comprise emerging markets generally espouse a culture of trust in personal relationships as opposed to "The System" – whether in government or in private industry. Therefore, be sure to develop personal relationships both in the GIS industry and with broader organizations. 3. Face-to-face beats facts-to-facts. Nothing in the GIS industry can take the place of personal meetings – neither e-mail nor faxes, neither telephones nor video conferencing. 4. Constant and consistent communication with GIS distributors, partners and clients is a key to success, as it provides reconfirmation of the relationship. The minimum amount that such communication should take place is two to three times a week. 5. Market infrastructure and communities are of prime importance. Word-of-mouth throughout the GIS field carries more weight than marketing campaigns; therefore, nurture strong relationships with the market infrastructure. 6. When marketing GIS products and services, identify the specific cultural system in which you are operating, and act accordingly based upon these unique business and cultural values. Reactive cultures are found in Asia. Multi-active cultures exist throughout the Mediterranean, the Middle East, and in Latin America. Linear-active or task-oriented cultures occur in northern Europe, North America, and in Australia and New Zealand. Reactive and multi-active cultures behave based upon the importance and the value of individual relationships. In these societies, nothing is more important than the relationship – not even the task at hand. Linear-active cultures put their primary emphasis on the task at hand. The potential for friction between these two points of view is obvious. 7. Remember, Asian cultures are reactive or listening cultures. They prefer to listen first, establish your position and intent, and then react to it in order to formulate their own direction. The preferred mode of communication is unique: monologue-pause-reflect-monologue. Don’t break the rhythm! 8. Many cultures outside the United States value the group over the individual. The key to success is in understanding the group dynamic. Saving face, avoiding embarrassment, and defining the group correctly will help determine success or failure. 9. There are as many as ten different ways that Asians will say "no" to your proposal, without actually using that word. Understanding this part of the negotiation process is the key to closing deals in GIS. 10. In many parts of the world, what is NOT said in a meeting may be more important than what is actually said. Learn to read actions and nonverbal language. At least 80 percent of the true message is being communicated to you in this manner. 11. Expect that only basic information will be gathered from non face-to-face activities in the international GIS arena. In many cultures, important and crucial information will be delivered only on a face-to-face basis. In Asia, embarrassing information will only be delivered during a private, one-on-one meeting. What is said in open meetings is what is felt will be expected – not the reality. 12. Don’t search for a "silver bullet." E-commerce and technology helps but will not do the job on its own. This is true even though some countries are ahead of the United States in the application of such technology, both for GIS and in general. In conclusion, patience, persistence and cultural sensitivity will win you consistent and repetitive business over the long term. Be sure to stay in the game; too many U.S. GIS firms either never try at all or give up much too soon. Bring in experts who have a track record of successful market penetration in targeted international markets to assist the firm through the ups and downs of these regions. Employing staff members who are inexperienced in international marketing matters will simply prolong the time it takes to perform well there. Invest sufficient money, be aware that there is a time factor involved before one sees tangible results, and do not expect a "silver bullet" solution. China and other hot markets may look like gold mines, but successful performance will take time. Be on the winning team and stay in for the duration of the game with a winning coach. The global market potential for GIS services and products is huge, growing at a faster pace than here in the United States. The number of global competitors entering the American market is ever increasing. Be sure that you and your firm are not left in the dust because you have ignored the international factor in GIS. About the Author: |