CALL FOR PAPERS 2018

The theme for T-UPDATE on Management & Sales – the annual conference of the European Union of Associations of Translation Companies’ annual conference taking place in Madrid 19/20 April 2018 – is GOING INTERNATIONAL.

 

TARGETS

Anyone seeking to break out of local markets and develop customer bases in other countries.

Start-ups seeking to develop an international presence, either from a fixed base or via setting up branches overseas, forming alliances
   with foreign-owned LSPs or those contemplating other routes to ‘
going international’.

Those interested in acquiring existing LSPs in other countries as part of their ‘going international’ strategy.

Those working internationally, but encountering problems and wanting to learn how to overcome or avoid them in the first place.

• Those LSPs that are targeting global enterprises in specific countries, but, increasingly finding that, the final purchasing decisions are
   being made elsewhere.

 

STRAND ONE: STRATEGIC CONSIDERATIONS – papers might examine such topics as:

 

Are there any diversifications in services, which may need to be considered?

What are the key issues around geographic location such as branch offices abroad, sales and marketing?

How should a leader organise the process to take a company or brand to a new country to ensure long-term success?

Can you expect challenges when managing multicultural teams in far-flung places where working cultures may differ?

Can a strategic alliance with a partner in another country work better than going it alone?

Is going down the foreign LSP acquisition route the best means of establishing a foothold in another country?

Breaking out of your local market by expanding your overseas sales, but by staying routed in your current base – is that a more
   viable option?

Will partnering or acquiring a non-accredited LSP based in another country compromise your ISO accreditation?

 

STRAND TWO: FINANCIAL – papers might examine such topics as:

 

What salary levels will you need to offer for different centres?

How do you measure project manager productivity, while expanding into other countries where different costs and sale prices may apply?

If foreign acquisition is the chosen route, how do you arrive at the right price and what are the main costs you can expect, apart from the
   lawyers, accountants and consultants who may get involved?

Are there fail-safe mechanisms you can put in place to guarantee being paid or being able to recover bad debt when doing
   business abroad?

What kind of investment is realistic for the different routes to expanding your customer base internationally?

 

STRAND THREE: SALES & MARKETING – papers might examine such questions as:

 

What marketing plans need to be put in place to expand your sales in new territories what time scales are realistic?

Does breaking into new markets, whether it is via setting up remote centres or through traditional sales techniques, require additional
   investment in the sales team?

What considerations do you need to take account of in terms of your branding – is a rebranding exercise desirable or necessary?

Do you obtain international customers online or with remote sales people operating abroad?

 

STRAND FOUR: HUMAN RESOURCES – papers might examine such questions as:

 

What management development is needed to go international?

What are the key issues when hiring and managing remote resources/staff?

How do you train your team to deal with customers in different countries?

How can you build team spirit across different geographic centres?

How do you address any issues when working with individual freelancers you may never meet who are based in other countries?

 

STRAND FIVE: TECHNOLOGY – papers might examine such questions as:

 

How do you incorporate MT in your sales process and whether the approach needs to be different in different countries?

Can you use MT and still meet the ISO Standard requirements when your ‘go international’ strategy may mean partnering or acquiring
   a non-accredited LSP?

Can technology help you manage remote teams based in other countries effectively?

Does the use of global file servers pose particular issues around efficiency, capacity and security - particularly from a customer perspective?

What functionality needs to be taken into consideration to support virtual technology for international teams?

 

 

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