DBA Member Forum | January Summary

Making the first move

• Government initiatives and support for international trade can transform the success of creative businesses operating overseas, as happened in the 1990s with parts of the industrial design sector. We’re currently in talks with government about the UK/India Free Trade Agreement, so if you’d like to be involved, then do let me know. 
• While we might be operating in different political climates today, there are lessons that can be taken from those successes. Engaging more broadly within your own sector, beyond your client base, can help build knowledge and experience across the wider supply chain. What initiatives could you get involved with? Check out the Government’s Business Academy events. 
• International trade isn’t just about the creative industries; it often sits within broader sectors like transport, manufacturing or technology. UK government initiatives, embassies and the Department for Business and Trade actively broker introductions, host targeted events and support sector-specific initiatives. Engaging with these programmes can open doors that are hard to access alone.
• International expansion isn’t right for every business at every stage. Having sufficient scale in your home market, a growth mindset and the ability to absorb setbacks are important to secure before making the leap.
• There’s extensive material to explore on the Government website with regards to selling services overseas.

Mitigating risks

• Breadth of experience within a sector is as important as spreading your risks over time in different geographical areas. 
• Contractually, it’s important to build in protection for your business. Be rigorous on jurisdiction, IP ownership, tax, liability and insurance.
• Set fixed exchange rates where possible, put financial caps on exposure and clarify exclusivity clauses early. One member recommended Wise Business as a good option to set up a multi-currency or international account.
• Successful international expansion also depends on clearly understanding what makes your business distinctive and how to translate that for new markets. One member combined experienced senior team members with locally embedded expertise to merge local governance and culture with the original company ethos and provide continuity. 

Client relationships

• Relationships are as fundamental to success internationally as they are at home. One member noted that while the client-side internal teams often change, they as consultants remained the constant – building trust over many years.
• Investing early in face-to-face time – whether short European trips or longer stays further afield – often saves time and cost later and accelerates building trust.
• Sending the people actually working on the project, not just senior leadership, builds stronger client relationships and develops international experience within your own teams.
• Immersion in the location, team and culture of your client is key to building the best relationships. One member shared the value of sending a trio of strategy, design and client services to work alongside the client – gaining critical insight that can’t be replicated remotely. 
• Being respectful of people’s timezones and public holidays builds trust. Clear communication boundaries can turn differences into advantages – clients often value progress happening while they sleep.
• Cultural sensitivity, language choices and even spelling conventions all signal respect and professionalism.
• Many international opportunities require patience – relationships, trust and commercial returns are often built over the long term rather than through quick wins.