By Dick Blatt

Globalization is affordable, manageable, and rewarding. The world is becoming smaller much faster than most people expected. We live in a global economy. When Italy made some economic announcements in 2011 that were poorly received, the American stock market dropped more than 500 points. Consider the effects Greece’s recent challenges are having on both the European and American markets.

by Dick Blatt and Bruce Aldrich, CAE

Regardless of your best-laid plans to go global and no matter the strength of your plan and its implementation, challenges will arise. There are sometimes fine lines between exercising flexibility in other country operations and maintaining the goals, mission, and values of the association globally.

by Dick Blatt and Bruce Aldrich, CAE

Editor’s note: This article is the second of a three-part series. Read part three.

At this point, you have reached the decision to go global and expand on the international front. You have the approval and buy-in from the executive committee and board. You have completed your due diligence and are ready to move forward.

Before moving to stage two, planning and implementing your decision, remember to review the budget you’ve assigned to international initiatives, your organizational strategic plan, your business plan, and your marketing and communication strategy. Whatever you do internationally should be consistent with your domestic activities.

by Dick Blatt and Bruce Aldrich, CAE

Editor’s note: This article is the first in a three-part series. Read part two.

Too often, the international efforts of nonprofit organizations focus on specific elements of planning, implementing, or managing. The broader continuum of global efforts is often overlooked in favor of resolving a more immediate tactical need. A better way to think about global efforts is to think of it as a three-part process:

by Dick Blatt and Bruce Aldrich, CAE

More associations are talking about—and acting upon—going global. But the fundamental question of why to do so remains most important in deciding what efforts to undertake internationally. Many associations believe it’s an opportunity to increase membership or revenues from product and service offerings. That may provide ancillary benefits, but it’s seldom reason enough for a sustainable international effort. A more fundamental and strategic reason is to continue to provide leadership to an industry or profession on a global level as well as domestic.

By Dick Blatt

Lately, a lot of discussion in the association community is centered on going global. Fortunately, there is a great deal of information about planning when going global including excellent information on governance and business models.

By Dick Blatt

At POPAI, The Global Association for Marketing at Retail, we had established a chapter in Turkey nearly two years previously. Our in country manager had been conscientious in fulfilling the requirements to gain board of directors approval to establish the organization in Turkey