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• W241766947 abstract "The rigors of multinational and cross-cultural business today require new skills from global firms and networks. Technology, reporting precedures, seminars and frequent meetings keep multinational teams on the same wavelength. Public relations clients in multinational organizations today need counseling firms that possess truly global capabilities. To properly serve such clients in a world of instant communication and constant change demands increased flexibility on the part of account teams. Building teams across national boundaries and international time zones is crucial for firms and networks looking to increase, or even maintain, international billings. While methods of training key account personnel vary from firm to firm, all of their educational programs have certain elements in common. For multi-office most firms and networks are linked by e-mail or other interactive technology systems. Sometimes clients are directly linked into a firm's e-mail network. In addition, all firms have frequent fax and phone contact on shared accounts. Many groups issue regular reports from member offices to others in the network, either via e-mail or in the form of printed materials. Burson-Marsteller has a standardized interoffice work order that formalizes the basic information on interoffice business at the outset for all parties involved. Depend on meetings Networks and firms both depend on frequent meetings of managers to keep information flowing smoothly on international matters or even inter-office business within a country. Often, practice groups within a firm, such as those specializing in health care, technology or consumer product marketing, meet separately to discuss multi-office business. In some cases, heads of practice groups regularly meet with others in the firm to share information and train junior executives. The most elaborate seminars are multi-day training colleges, such as those sponsored by Burson-Marsteller, Hill and Knowlton and GCI Group, to name just three (see page 28). In general, intense training is conducted and organized by senior firm members and sometimes invited client speakers or outside experts. The chief targets of multinational curricula within global firms are usually account executives in their late '20s or early '30s. This generation is considered the future of the business, said GCI's CEO Jack Bergen. In contrast, network meetings for information sharing and educational purposes are usually restricted in attendance to firm principals, noted Art Stevens, president-elect of The Pinnacle Group. A number of organizations also sponsor internships or executive exchanges between offices in different countries. Those interviewed agreed that face-to-face meetings of account people and, whenever possible, clients across borders were always productive in terms of improving communications and building comraderie. However, the presence of an interactive, working international team does not negate the necessity for local partners in any trans-national campaign, PRJ learned. Having an understanding and facility in dealing internationally cannot replace the local practitioner's knowledge of media and customs in his/her country, our sources agreed. The real key to success in a multinational venture, they said, is having the combination of global scope and strategy with superior local execution. That's precisely the model that global firms and networks strive for in training programs. Technology links offices An international UNIX-based e-mail system helped the International Public Relations Exchange (IPREX) network put a successful new business proposal together in 24 hours, reported IPREX President Tom Gable. He is president of The Gable Group, based in San Diego, CA. The case Gable mentioned involved three U.S. offices bidding on a project in Texas. IPREX involves 50 independently-owned firms in North America, Europe and the Asia/Pacific region. …" @default.
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• W241766947 title "Building an International Team: How Leading Firms and Networks Stay on Track" @default.
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