The question.

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Two years ago my firm followed the frenzy into markets in China, India and the Persian Gulf. Now they are cutting our budget and I don't even know what we need in these markets. Any advice?

Roberta Montafia

I suggest you start with research and education. Find out the rationale for opening the offices. What did the firm hope to accomplish? What has been accomplished? What investments have been made and what returns have been realized? Once you have a thorough understanding of the internal reasoning and situation, turn your attention to the external.

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Every country and region has a unique culture that defines how it conducts business. There is a mountain of information available on doing business in all the regions you mention. And don't forget family and friends who may have done business in one or more of these areas. They may be in a different industry, but their experiences will be invaluable.

With limited resources you are definitely constrained in what you can achieve, but you can make a contribution. Armed with your new education, you will be prepared to have meaningful conversations with the local managing or marketing partners. Find out from them what they have been doing and what has worked. From there you should be in a solid position to offer tangible support to their ongoing efforts as well as make suggestions for enhancements or new offerings.

Roberta Montafia is a legal marketing consultant. She is a past LMA president, a member of the LMA Hall of Fame and a fellow of the College of Law Practice Management. She can be reached at Roberta@montafia.com.

Freya Birdie

Confidence has suffered in the promising, emerging markets of China, India and the Persian Gulf. When demand for marketing is rising fast at home, it can be harder than ever to support your international locations. You may wonder, "Why bother?" The crisis has thrown the world economy off balance, and led to questions and insecurity about investments from Doha to Sao Paolo.

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You need only look at commitments of the world's largest companies to see that business remains enthusiastically multi-polar, with fast-growth markets on all continents. Flexible, persistent and consistent marketing support will pay off in the end.

If your firm is already active in a far-flung market, the marketing and business development support you give depends on why your firm is there and what you offer. Get clear about that, then talk with your...