36 . Glasgow Business December 2014


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atractive economical strength. With 75 per cent of the world’s


population speaking no English at all, and only 6 per cent of the world native English speakers, it is a main concern for companies wishing to trade worldwide, says Fhiona Fisher of Scotland’s National Centre for Languages (SCILT) at the University of Strathclyde. Fhiona, Director of SCILT, said:


“While it is true that English, for the moment, remains the language of international business, the intercultural sensitivity that comes from speaking an additional language – even on a conversational level – is vital for building important relationships. “English does not dominate as


much as is generally thought. “For companies that want to


explore new, emerging markets, it is a myth that ‘English is enough’.” Fhiona’s advice is learn to speak


the language of your customers, even on a simple, conversational level because, unlike an interpreter who will “get the job done”, “networking and building the global mindset and international ethos of the company” is down to you. Te language expert, whose main focus with SCILT is


promoting language learning in schools, revealed that 76 per cent of UK employers are not satisfied with young people’s language skills. She added: “A workforce that has good language skills is vital to the success of Scotish business. “Recent research suggests that


almost £0.5 billion is lost to the Scotish economy because businesses lack the relevant language skills that help them compete in an international world.” George Runciman, Managing


Director of Global Language Services, explained that a recent Select Commitee recommended that there is a need to improve the ability of SMEs to deal with


language and cultural differences and that this should be a priority. Tis Select Commitee, concerned with improving exporting success, referred to research that identified the way in which language skills and cultural awareness influence the patern of foreign market expansion. Mr Runciman said that the


immediate difficulty that faces most companies is to determine the ways in which these skills can be gained. He added: “Certainly gaining


a reasonable proficiency in any language will take time – and there are many languages.” “Some organisations employ a


language specialist or a foreign national from a relevant country. For most organisations and perhaps, especially SMEs, such investments are not practical. “Te answer is to use a


professional language services company – an agency which provides the time, place and form utility required to meet the prompt and intermitent demands that oſten confront these businesses. Interpreters, either consecutive or simultaneous, and translations of all types of documents can be arranged and provided in a professional manner allowing that company to communicate appropriately and courteously.”


THE DOS AND DON’TS OF EXPORTING


DO • Network and build relationships: there are various ways of networking in this country and abroad, such as by contacting organisations including Glasgow Chamber of Commerce and Overseas British Chambers (that are run by ex-pats who know Britain and the country they are located in). Networking in countries abroad differs. For example, in China they host more structured ‘banqueting sessions’, but it is important as it opens lines of communication. Take time and effort to make your connections solid.


• Be prepared to spend your own money: to show you are serious about your product and trading internationally, you need to be prepared to ‘speculate to accumulate’ as it shows commitment to your prospective market.


• Research: find out as much as you can about the countries you wish to target. Different nations do business differently and they also have different purchasing styles.


• Attend specialist training and workshops: various organisations run specialist courses and events to boost your knowledge and skills in international trade, take advantage of these and learn from others.


• Use your business head: whatever your industry, you need to think like a businessman/woman when trading overseas. Understand the numbers, know your margins.


• Learn a language: with 75 per cent of the world’s population speaking no English, it is a myth that “English is enough”. There are many providers of language courses in Glasgow, including cultural organisations such as the Göethe Institut (www.goethe.de) or the Alliance Française (www.afglasgow.org.uk).


DON’T • Don’t be afraid to ask for help and support: surround yourself with people and learn from others who have had success overseas, whether they are in the same industry or not. Tap in to their knowledge, glean advice and learn from their mistakes.


• Don’t sit back and do nothing: step outside your comfort zone. Albert Einstein once said: “The ship is safe on the shore, but that’s not what it is built for”.


• Don’t draw up one quote and take it to different countries: don’t do what you do elsewhere. Instead be ‘country-specific’. For example, in Russia they are prepared to pay more, so costs may be higher but realistic.


• Don’t establish an online relationship with your overseas client, instead of emailing and telephoning them, arrange to meet them in person, as ‘people buy from people’. Also, once this relationship has been established, maintain it. It is recommended you visit your overseas clients four times a year.


• Don’t waste money on ‘fact finding’ trips: Research your market in other ways, and speak to traders in this country who have done business with your target country.


• Don’t force international clients to speak English: there is an increasing unwillingness among the business community to be forced into conducting business in English. As Willi Brandt, the late, former German Chancellor famously said: “If I am selling to you, I speak your language. If I’m buying, dann mussen sie Deutsch sprechen.”


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