NOT Selling Internationally IS Your Biggest Risk

I read an article that talks about Australian companies setting up purchasing offices in the U.S. to purchase goods that American companies refuse to sell internationally. While the article praises the ingenuity of those Australian entrepreneurs and the appeal of American goods in Australia, the true question is: Why would any business nowadays refuse to sell its products internationally?

The past three years have demonstrated that the U.S. economy has plateaued and that companies interested in maintaining their market shares must tackle the growing middle class of fast-growing regions such as Brazil, India, China, Chile, Nigeria, Vietnam, etc.

Reflecting on the question, the immediate reasons why U.S. companies would refuse to sell their goods internationally are mainly based on misconceptions:

1)   Selling internationally is a headache we don’t need. International paperwork and transaction are overwhelming and terribly complicated. By the end of the day, there is no money left.

2)   Fraudulent credit card activities prevent sellers from getting paid.

If the above reasons are part of your reasoning process, let me help you get over them.

Selling internationally has an established set of procedures that are handled by professionals who specialize in international business. Those professionals can help you in a multitude of ways and reduce your risk. Make sure you consult with one of them.

As to you, here are a few things you can do: Train your people to inquire about the end user of the product and her location. If you realize your product is in high demand internationally (you could also have a box on your website asking your clients where they would like to see the product offered worldwide), train your sales person to track the volume of potential export by region for your product.

At first, your volume might be low and shipping each item separately is wise. Your local post office can train your shipping specialist on how to handle the export papers, as they are simple. If your item is large, you may want to pair with FedEx or UPS. They are the pros of international shipping and will be happy to show you how to fill out the necessary paperwork.

Assuming that your volume gets bigger, you will want to locate a distributor in the host country. An efficient way to do that is to find a complementary item to yours and find out who is selling that item. For example, let’s say your company manufactures snowboards. Find out who sells ski goggles or ski jackets to outdoor stores in Australia. Contact the distributor and find out if he would be interested in adding your product to his existing line.

The objective is to find someone who will benefit from representing your product by extending her product line while you enjoy the network of established relationships that person/company already has in-country. Your distributor should be able to buy per LCL (less than a container-load) or even full-container loads and safely store the material in country. Make sure to visit your potential distributor in his country. Spend as much time as you can afford with that person before closing the deal. Building trust with your potential distributor is of utmost importance.

Payment terms and insurance policies are arranged and mandated by the international department of your bank. (If your bank does not have one, Wells Fargo does a great job for small to mid-size exporters.) Based on the size of the transaction, a Letter of Credit is open or even an open account if appropriate collaterals have been set up. Remember that many countries do not have our banking system in place and that you may be forced to think outside the box to generate business. It is not because people operate differently than you do that it is automatically fraudulent or risky. It’s just different.

Developing a relationship with your foreign counterpart, transforming her into a true business partner is CENTRAL to any international business. If your volume keeps growing and you feel you have a good handle on the cultural mores and purchasing preferences of your customers, consider, in tandem with your distributor, owning your distribution center or even your own store.

As to fraudulent international credit cards, Interpol reports show that the risk of getting stung is not higher outside of the United States.

Refusing to sell in a country where your product is in demand is the biggest risk you take as a manufacturer, as you are losing control over its retail price and opening the door to counterfeit products. Work with your bank, put smart policies in place and go for it!

Happy Holidays! We will resume our blog in January.

Posted in Cross-Cultural Communication, International Business Practices, International Marketing, International Sales, Managing People | Leave a comment

The FCPA and, Yes, Wal-Mart

Some of you wrote to me observing that dissecting the Foreign Corrupt Practices Act (FCPA) was a bit depressing so close to the Holidays.  You have a point. But giving you access to this important information that could keep you and your company out of legal trouble is meant as our gift to you.

Once again, here is Mr. Bruce Alan Johnson finishing up our  FCPA three-part series:

“When the world’s largest retailer, Wal-Mart, disclosed a few days ago that it is thoroughly investigating itself for suspected violations of the Foreign Corrupt Practices Act, do you honestly believe that your own company can’t also possibly be in violation? Wal-Mart maintains a huge staff of inside counsel, has a solid compliance policy in place worldwide, and employs a large number of compliance executives. Yet even Wal-Mart had to say publicly, “We are taking a deep look at our policies and procedures in every country in which we operate. As a result of information obtained in that process, we have begun an internal investigation related to our compliance with the Foreign Corrupt Practices Act.” (Wal-Mart operates 9,000 stores across 28 countries.) Wal-Mart has learned the bitter lesson that there is simply no way to know if one’s company is in compliance with or in violation of the FCPA without turning to outside experienced help that knows the many dark turns and corners of the Act, and can spot the danger flags and errant practices.

We explained last week that if your company is hit with a Deferred Prosecution Agreement (DPA) by either the Department of Justice or the Securities & Exchange Commission over an accused violation of the Foreign Corrupt Practices Act (FCPA), you’re basically going to have to fold. (We also pointed out that this is a vicious practice that completely eviscerates the sacred legal principle in this country of the presumption of innocence, but that’s for another blog.)

There was a case just a week ago that some have hailed as a major breakthrough in favor of American business under Federal scrutiny in connection with the FCPA. The senior executives of the Lindsey Manufacturing Company had been convicted of violating the FCPA, but from the very outset, these executives decided to fight the government. After a protracted court fight and millions of dollars in legal fees, a US District Court sent down a ruling that overturned their convictions—the first and only such reversal in FCPA history, out of hundreds of successful Federal victories. Clearly, the odds are not with you.

Perhaps the most telling remark came from Lindsey’s lead counsel, Jan Handzlik (of the law firm Venable), who said: “In addition to charging huge multinationals with bribing foreign officials, the Justice Department has made a practice of going after small companies with a limited ability to fight—they have no choice but to roll over because it’s a matter of life and death.” [emphasis added]

It is indeed a matter of life and death for your company. The intricacies of the FCPA simply cannot be mastered through a seminar or webinar. This is because, over the years, even basic definitions of terms like “foreign official” have been twisted to mean relationships that most American companies don’t even know exist in their own overseas operations.

Remember: it doesn’t really matter which countries you’re doing business in or with: the FCPA applies to ALL of them. But if you’re concerned that your company might get flagged and tagged by the Federal government, we suggest you see the map in our 28 November blog. Are there, though, any specific countries which tend to trigger FCPA investigations and accusations more swiftly than others? Unofficially, yes. They include—but are by no means limited to—Brazil, Russia, India, China (two companies indicted so far are Lucent and ITT), Korea, Mexico, Nigeria, Afghanistan, Venezuela, United Arab Emirates, Iraq, Philippines, South Africa, Russia, Kazakhstan, Saudi Arabia, most of Eastern Europe, Argentina, Ukraine, Turkey, Pakistan, Indonesia. Thailand, and the Philippines. Actually, we’re not sure we should have offered that unofficial list, because you might look at it and breathe a sigh of mock relief. Whew—we don’t deal with any of those, so we’re fine! On the contrary, those countries are the ones that are likely to trigger automatic investigations. But investigations by the SEC or DOJ have been launched against American companies doing business in at least sixty-three other countries not on this list! Bottom line: you’re not safe.

Oh, that one successful reversal case we cited above? The judge was outraged by some of the Federal practices exposed during the trial. They included FBI agents who lied to grand juries; material falsehoods used to obtain search warrants under false pretenses; improperly reviewed confidential e-mail correspondence between one defendant and her lawyer; reckless failure to comply with discovery obligations; and outright misrepresentations to the court. But since we know these now to be longstanding Federal practices in FCPA investigations, you can be certain that any fight you elect to wage is going to be terribly expensive and terribly difficult to defend successfully. Far wiser is a decision right now to undertake a thorough test of your company’s compliance with the Foreign Corrupt Practices Act. It’s the only hope you have of staving off a fight that could bring your company to its knees. As the lawyer put it, “…It’s a matter of life and death.” It is.”

 

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The Law that Could Put You Out of Business

Last week’s post on the risk unprepared companies run with regard to the Foreign Corrupt Practices Act brought many questions and inquiries to my Inbox. Many of you manage companies or are trusted advisers to your CEO and Board of Directors. Obtaining accurate information and understanding how to proceed with regard to the FCPA is thus key. This week, to provide you with even better information and deeper knowledge on the FCPA, I decided to turn to my esteemed colleague and business partner, Bruce Alan Johnson, asking him to be my guest blogger. Bruce is a former senior intelligence officer and someone I have systematically turned to in the past when confronted with potential FCPA violations that chilled me to the bones. Bruce is the guy who can’t be fooled. He has the nose and the experience required to sniff out fake invoices and other obscure forms of disguised payments that most accountants unfortunately don’t recognize when audits are conducted on foreign land.  He also has decades of experience uncovering all the non-financial tripwires that can literally ruin a company within months—and he knows how to fix them. Without further ado, here is Mr. Bruce Alan Johnson on “The Law that Could Put You Out of Business.”

“The Federal government is imposing astonishing fines and prison sentences on senior executives, Continue reading

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Is Prison Part of Your International Expansion Plan?

Some call it the toughest, most biting law ever faced by American business. And we tend to agree. Right now, as you read this, more than 1000 American companies are under investigation by the Department of Justice and the Securities & Exchange Commission for possible violations of the Foreign Corrupt Practices Act (FCPA). Millions of dollars of fines and clawbacks are being assessed. Companies are losing hundreds of millions in legal fees, lost sales, and market value. Executives are being sent to jail. And the government is getting more aggressive by the day.  Continue reading

Posted in Cultural Wisdom, Foreign Corrupt Practices Act, Foreign manager, International Business Practices, International business travel | Leave a comment

Lack of Research Hurts GAP Bottom-Line

Those of us who have traveled around the world learn very quickly—and often with a huge deal of embarrassment—that jokes rarely translate from one culture to another. But that’s not all that doesn’t translate. When selling your products and services into other cultures, you’ve got to do your homework, because if you don’t take the time to respect the history of the culture you’re working in, as well as its specifics, you are poised for failure. Continue reading

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It Matters How You Say It!

One of the most crucial lessons any company must learn is that marketing slogans and even names of products and models never translate directly and carry the same meaning as they do at home.

The giant quality baby food manufacturer Gerber learned the hard way that its name doesn’t make it in French cultures. “Gerber” is the French verb to puke or barf (yes, the strong colloquial meaning). Continue reading

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Trust at Risk

One of my colleagues—an American executive who has lived most of his life outside the States—worked for quite some time in South Africa. One day a medium-sized company called him for help. The company was a local factory that was half-owned by an American company, half by a South African consortium. The manager was an American who had been sent to South Africa some weeks before.

When my colleague arrived, he sensed the tension in the air at once. He was led to a conference room, where he found half a dozen very agitated managers sitting at the table. Continue reading

Posted in Cross-Cultural Communication, Cultural Wisdom, Foreign manager, International Business Practices, Managing People, Religion | 1 Comment