ASHRAE Journal - January 2011 - 67

Crown Jewels and sacred Cows
Be ready to “let go.” The experience, product knowledge, success and failure stories in the local market may, or may not, be relevant in the new international market. The flagship energyefficient chiller plant design back home may be irrelevant in the international market. You must be ready to drop such a crown jewel. On the other hand, you should also be aware of sacred cows in your domestic project experience. These may be items such as control sequences or system designs you tend to do (or not do) in the domestic markets that may need minor or major adaptations in the international marketplace. Once again, you must keep an open mind to grasp the needs in each international market. Then, you can address them with designs for the individual marketplace.

you need? How do you make sure that by globalizing your operations you are not increasing your risk exposure? How do you develop global accounts and make them profitable? The Norwegian-American sociologist and economist Thorstein Bunde Veblen (1857–1929) once said the outcome of any serious research only can be to make two questions grow where only one grew before. If this article raised more questions, then it has achieved its goal, as now you know what questions to ask to succeed in your next international project.

References
1. Cavusgil, S., G. Knight, J. Riesenberger. 2008. International Business: Strategy, Management, and the New Realities, pp. 16 – 18. Upper Saddle River, N.J.: Prentice Hall. 2. Ghemawat, P. 2001. “Distance still matters—the hard reality of global expansion.” Harvard Business Review (9):137 – 147. 3. Bryce, D. and J. Dyer. 2007. “Strategies to crack well-guarded markets.” Harvard Business Review (5):84 – 92. 4. Hassan, F., et. al. 2003. “In search of global leaders.” Harvard Business Review (8):38 – 45. 5. Fisher, R., W. Ury. 1991. Getting to Yes: Negotiating Agreement Without Giving In. p.167. New York: Penguin.

enjoy the trip
There’s still more to think about in your international journey. How to organize your international operations? Do you go by function or by business? How can you arbitrage, aggregate and adapt to the differences in the diverse markets? Which markets to target? What are the potential tax implications and finance options? How to avoid branding and segmentation conflicts between the domestic and international markets? How to deal with multinational clients that are present in different markets? What contingency plans do

Ramez Naguib, P.E., is the vice president sales and marketing with Harsco Industrial Patterson-Kelley in Pennsylvania.

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A Jurisdictional Compliance Option of the International Green Construction Code™
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ASHRAE Journal - January 2011

Table of Contents for the Digital Edition of ASHRAE Journal - January 2011