Think your firm is too small to pursue overseas consulting opportunities? Think again, says Omar Khan, co-author (along with Alan Weiss) of T he Global Consultant: How to Make Seven Figures Across Borders (Wiley, $34.95; 218 pages). His book, which was reviewed in Consulting's September/October edition, highlights how even the smallest consultancy can pursue opportunities anywhere in the world. Consulting's One-on-One sat down with Kahn to more thoroughly discuss the "how" behind the book's premise.
Consulting: The U.S. economy is struggling. Pursuing opportunities in faster-growing markets sounds attractive. But is it realistic for every firm?
Khan: There are lots of industries that are doing better in markets outside the U.S. So, if you can transmit the value of your brand, the world is your oyster. And it's absolutely possible to expand regionally and globally with minimal labor intensity. Our strategies work for both medium-sized firms and smaller.
The key is to find other solo practitioners out in these regions that would like to collaborate with an established brand. They're looking for someone to bring intellectual property into their marketplace. They don't want to be employees, but they are willing to become intimate associates.
There are certain clients that are, and should remain, exclusive to you and others that should remain solely the turf of your business partner overseas. There is work that only you have the skill set to do and there will likely be work in areas that are irrelevant to you. But there are also areas where it makes sense to work together with someone who can bring additional points of view and local geographic knowledge.
From as far away as China and the Middle East, there are excellent solo practitioners that once worked for larger firms. They want autonomy, but also want to work with someone. Partnering with someone like that is far more feasible than waiting to invest tens of millions of dollars in a new office and staff.
Consulting: Is there any firm too small to consider this strategy?
Khan: I've seen solo guys make this work. When there's only one person, it does require having an extraordinary personal brand. My advice would be to pick a region in which you want to travel to and to pick an area of focus in which you have significant personal intellectual property. Find a topic in which you can give speeches or have books. And then be willing to travel enough to make in-roads, meet clients and make referrals
Consulting: That sounds expensive. How can a small firm afford the initial time and resource investment?
Khan: It's all about being creative. I know of a sales consultant who wanted to expand into China. He wrote to every hotel in Singapore and offered a half-day session with the hotel's staff in exchange for a week's lodging. He finally connected with a hotel that took him up on that offer. During that week, he met with a number of companies. From that one week he built enough relationships that he now does more work in Asia than he does in North America.
Consulting: What else should consultants know before embarking on this strategy?
Khan: You have to stick to your own brand space. You can't arrive in a relatively immature market and think 'if you're willing to buy it, I'll offer it'. You have to stay very focused. No one will want to hire you if you're half-baked or off base.
Consulting: How does one find a counterpart across the world?
Khan: First, I'd suggest asking your clients. Find out which local consultants they employ in various parts of the world. Ask for an introduction. I also suggest speaking at as many conferences as possible. Many conferences, all around the world, are looking for speakers all the time. Often, there's no fee, but it's invaluable as a networking opportunity.
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