Cultural sensitivity at home and abroad.

• Author: Hodges, Silvia
• Position: ABOUT THIS ISSUE

Law firms used to be local or regional, at best national.

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Lawyers typically did not have to speak multiple languages or know how to negotiate with people from the other side of the globe. This has changed. The ever-increasing amount of global business, the liberalization and opening of new markets and competition in our home markets have provided the opportunity--or perhaps the perceived necessity--for many law firms to expand globally.

Wanting one's share in international and particularly emerging markets may seem a logical choice or strategic business decision. However, apart from the necessity to be really clear about whether your firm should expand globally and open offices in Shanghai and Abu Dhabi, it is important to understand the implications of such a move, as well as how to go about it. Starting and operating a new venture, such as a new office, involves considerable risk and energy to overcome all the obstacles. These are significantly compounded when a firm crosses national borders.

One of the biggest challenges is to understand and tailor one's offerings to different attitudes, behaviors and values. How is business conducted in that culture? How are decisions made? What do clients value? What is the best approach to market to them?

In this issue of Strategies, Maarten Nijhoff Asser presents a framework for culture that helps us understand why and how marketing should be adjusted in different parts of the world. Laurie Young muses over the sense of thought leadership as a marketing tool in international markets. Leigh Dance quotes from her new book "Bright Ideas" about the challenges of our new multi-polar world and Janet Moore showcases creative approaches to billing from around the world. Doug Hoover shows alternatives to opening offices worldwide for the not-so-international law firms by joining law firm networks.

The...