Dog Digital's team in Singapore
It was always Dog’s ambition to grow beyond our geographic boundaries, and when we started the business almost 18 years ago, it was perhaps not the top priority but at least a point on the horizon.
Traditionally the communications industry has been fairly parochial in nature – many of the older agencies concentrated on the domestic market in Scotland, and did not venture across the border. Over the last few years that has changed with the advent of digital communications and, possibly, better access to the foreign market.
Dog has had various pieces of success, winning business in Toronto, Geneva and London, and also working with Scottish businesses exporting to a foreign market.
However around three and a half years ago, after the current team had just bought out one of the former directors and shareholders, we embarked on a strategy workshop through Scottish Enterprise (SE) and Scottish Development International (SDI).
This was the catalyst that allowed the team to begin to work out how we could realise our international ambitions.
It’s the classic situation, where we were so concerned with the day to day running of the business that we couldn’t work on the strategy and overall direction.
Our initial steps were to build resilience into our organisation and allow headroom to allow us to implement our plans.
While this was happening opportunities began appearing, and one of these was an opportunity to work for a client in Singapore.
Working again with SE and SDI, we entered a further series of workshops that allowed us to build on our initial plans incorporating this opportunity.
Our springboard to Asian markets
Within six months we found ourselves searching for offices in Singapore – immediately other opportunities opened up. One of our other key clients in Edinburgh and London had a huge Asian presence based out of Singapore and began to enter discussions with us about working together.
Two years later, we sit with a portfolio of clients throughout SE Asia, ranging from JP Morgan & Aberdeen Asset Management through to Shimano and Tourism New Zealand. On the way, we've won awards for our social and mobile campaigns.
A key factor in this success was hiring the team there. Singapore is known as ‘Asia for beginners’. English is the business language and the red tape to set up a company is relatively straightforward. However it's a 14 hour flight away with a vast difference in culture and 7 hour time difference. Those three factors can never be underestimated.
People often talked to me of the ‘Gin & Tonic’ effect. This is where company leaders often venture out on trade trips to foreign markets but as soon as they have a G&T on the flight home, it all seems a bit too difficult. It is.
We wanted to create a team that that was the 'Asian version of Dog', as opposed to 'Dog in Asia'. Therefore we recruited local staff, and directors. This has also been supported by significant time in the market from key people in the business.
There's no way to get a better understanding of the country other than to physically be there. To experience it for yourself. SE and SDI have been fantastic in offering support for trips and help in hiring staff. However, this is just the tip of the iceberg in the help they’ve given us, which has been a huge investment of their time, resource and market intelligence.
Our Asian business has been established for almost two years, and each day a new challenge comes to the fore. Ensuring staff from each Dog location appreciate the challenge the others face is ongoing. The cultural differences are forever evident.
Stepping up to the challenge
Reflecting on the 2 years' operations in Asia – we've planned, managed and negotiated our route from the outset. However, its the sheer amount that we've learned from our endeavours which has surprised us the most.
One would think that having many years' experience in local and international business prepares you for many situations. The reality is, this experience allows you to adapt, gain momentum and move forward, but it does not equip you for the unexpected.
For example, Dog was invited to pitch for business in Beijing. Eager to pitch our global capabilities, we took up the challenge.
The business came from our European client’s Asian office, and we were seen as an ideal bridge between the two offices and cultures.
The Dog team in Singapore spoke Mandarin, which was more resourceful than the European side of our client. With all this in mind, we negated the 7 hour flying time to Beijing, the increased culture gap and the red tape involved in working in China.
To draw an analogy, it would be akin to pitch for business in Moscow from Glasgow!
Surprisingly we won the business. Not surprisingly, the Chinese side of the client steadfast refused to conform to their European counterparts and after 2 months, it had evaporated. We came close. We made some revenue, and in many ways it made our Singapore team stronger, however it was measured against how little we knew of the Chinese business culture.
Building a global team
During our period of expansion, I'm learning how essential it is to build and believe in the team we've created. These guys are our team on the ground, they need support, they need to feel part of a greater cause. When we achieve this, then the rewards are fantastic.
It's still a constant challenge to integrate both sides of the team. SDI constantly help us with information and market intelligence that we can share. SE also give us the support to develop processes and systems that move us towards an integrated team.
Understanding how cultures work together and individuals are motivated is key. For me, the only route to doing this is by building up strong relationships and putting your faith in the team's capabilities.
The markets are very different in Asia; surprising more price conscious and relationship driven. The team know this and live this every day. And it's their local knowledge and insight which is essential to growing the business further in the region.
Opportunities in South East Asia