TNAG-2693-FCO40-3896-Meetings-and-calls-on-Alastair-Goodlad--Minister-of-State-fo-1993 — Page 92

across a variety of Asia Pacific markets.]

[Companies should think creatively and laterally about how their immediate aims might be strengthened by working with other British companies pursuing business in allied fields.]

[For instance, retailers might be thinking not only of how to get a slice of the local retail market but also of how to introduce their suppliers to investing and selling in the region. Similarly, those pursuing infrastructure and manufacturing business ought to be thinking of how, first, they could introduce their own suppliers and customers and how they might work with firms in other lines of business to project a higher profile and mutually reinforcing image of UK activity focusing in on a particular area. ]

At the risk of taking coals to Newcastle-under-Lyme I would like to say a few more words about the do's and don'ts of doing business in the Asia-Pacific. I do not offer these as a blueprint for success, by any means. But they may serve to whet your appetite and set ideas flowing. I would then urge you as a next step to avail yourselves of the more expert services of the regional and head offices of the Department of Trade and Industry, of our embassies overseas and of local chambers of commerce, trade associations and so on. There is a wealth of experience and advice available to you, so do make use of it. This is the first 'do'.

To continue on this positive note. Do view the region on a programme basis, not as a one-off project, and do take a long-term perspective. The initial cost and effort of making your mark may be large and may not endear you to your financial planners. But in the long term, can you afford not to make the commitment?

Do recognise and respect cultural differences. This does not and should not mean compromising on your basic business objectives and ethos. But it will mean respecting face and age, treating your local partners and clients as equals, and avoiding the trap of assuming that you have nothing to learn from them.

Do localise, but prudently. It would be a mistake to dilute your own input from headquarters and expatriate experience if the region is truly important to you. Apart from anything else it is a signal of your commitment to the market and to establishing lasting business relations.

And finally perhaps the most important point. Do have specific proposals and do plan things thoroughly. This includes contingency planning it is vital to anticipate hurdles and conflicts, both tactical and strategic, and to maintain your resolve to see them through.

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