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Companies operating worldwide appreciate that a centrally co-ordinated internationalisation of their (basis-) internet presence has become a necessity - especially in light of the growing demands of their own network of international companies as well as those of their local internet users. In this context, the implementation of an appropriate internationalisation concept alongside a range of synergetic effects specific to the field leads to three significant advantages compared to the decentralised co-ordination of the internet presence in several different countries:
Securing a global CI
Globally perceptible "coalescence" of the individual national companies under one roof.
Dramatic reduction of costs
The adaptation model has been shown to reduce the cost in each country to as little as 20 per cent of a comparable locally developed alternative.
Improvement in quality of all global internet presences
Continuous checking of the master copy and greater precision and attention to detail in the creation of the original "template" pay dividends by raising the overall quality to a level which simply cannot be matched by responses developed locally.
What characterises successful internationalisation concepts?
We have noticed that internationalisation projects we have taken on have often been accompanied by similar recurrent problems and questions:
1. The criteria generally accepted as reflecting the success and quality of individual monolithic internet presences can only be applied to larger cases of internationalisation to a very limited extent.
"What criteria must an internet presence meet to qualify as a technically appropriate and problem-free template which could be multiplied globally?"
2. The central co-ordination of multiple internet presences leads to a significant increase in strategic, operative and monitoring activities of the headquarters.
"How can internationalisation plans be supported organisationally, i.e. what measures minimise the operative pressure on the central co-ordinating authority?"
3. Internet presences are seldom completely centrally-controlled. The difficulties which arise in response to central control and local execution pose special demands on the communication between head office and the various international branches.
"How does global administration of the various internet presences differ from local administration of the same in terms of content?"
4. The internet makes it possible to independently access all contents no matter where you are. A number of unprecedented reciprocal positive effects stem from the fact that a company's global internet presence consists of related national presences. However, low quality in one constituent presence can reflect negatively on the entire presence. Therefore, this demands that the central co-ordination carry greater responsibility in terms of maintaining high quality on a global basis.
"How can quality be controlled across the entire company without increasing the workload on the company headquarters?"
Over the course of numerous internationalisation projects, DDD Design has been able to highlight solutions for such problems which, in turn, has led to a more comprehensive approach to the difficulties related to the internationalisation process. This has helped us to recognise and define seven pillars to the internationalisation process and - more importantly - to develop criteria which allow us to assess and modify these elements as is appropriate to each specific company.
We are happy to share our experience and strategies in the form of a presentation based upon real case studies. Send us an invitation and we will be only too pleased to come along and offer our advice.
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We are currently involved in the realisation of internationalisation projects
with the following companies:
T-SYSTEMS International (24 countries)
Deutsche Grammophon Gesellschaft International (39 countries)
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Internationalisation
