Carry a Chicken in Your Lap
Or Whatever It Takes to Globalize Your Business
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5.0 • 1 Rating
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- $11.99
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- $11.99
Publisher Description
Recession-hit American companies are sending people overseas in record numbers in search of new business. But sadly around 75 percent of these expats fail, costing an estimated two billion dollars a year. CEOs, vice presidents of international marketing, and HR departments must learn how to choose and educate the right people to send overseas. Beyond helping companies to save money, this book will help save their reputations in foreign markets, strengthen their relations with partners and governments, and increase their sales and brand loyalty. Dotted with dozens of real-life stories gleaned from the authors' globe-trotting experiences, Carry a Chicken in Your Lap answers these questions:
· Why do major corporations keep choosing the wrong people for jobs overseas?
· What should they do differently, and how should they do it?
· In addition to the billions of dollars lost, what does it cost a company in terms of public standing in a foreign market when it sends the wrong people?
· What specific damage do the wrong people do and can any of it be corrected? (The answer may surprise you.)
Bruce Alan Johnson's Carry a Chicken in Your Lap: Or Whatever It Takes to Globalize Your Business is the resource you need to ensure success overseas.
PUBLISHERS WEEKLY
When companies embrace global commerce-which veteran businessmen Johnson and Ayres believe is, in most cases, the right choice-much can go wrong. To keep that from happening, Johnson and Ayres delve into the economics, legalities, culture shock, personnel and travel practicalities (including the permutations of jet lag), to demonstrate the right way to get your business a global footing. Relationships are paramount, as is the right attitude: "The international arena is no place for the weak in character." Although some advice seems simplistic-"No matter what country you are sent to, reach out to the local people with humility"-there's plenty of easy-to-overlook common sense tips that should help develop a reader's perspective: "American companies should shed their previously strong sense of exceptionalism," and simple transparency can "keep your company out of a lot of trouble and limit the damage" when mistakes occur. Further tools include a useful foreign phrase-book and time conversion charts, which one might not think are so important; Johnson and Ayres's discussion of what can go wrong, however, will convince otherwise.
