With rising pressure on firms worldwide to look beyond their domestic borders, buyers will become increasingly relentless in their quest for top quality counsel and information. That means that advisors in every field of expertise will need to continuously demonstrate their own knowledge, resources, experience and commitment to providing good international advice.

As all in advisory fraternity agree in aftermath of Enron scandal, it unfortunately only takes a small element to sour reputation of rest of community who have worked hard to earn that trust. Moving forward, advisors in whatever capacity may wish to consider following:

1.Know your limits: There is no better way to build credibility than by saying: I can’t help you, but I know somebody who can. If you really don’t think you have expertise, don’t do it. Refer business.

2.Form alliances: If you are building an international capability into your existing advisory or consulting practice, then start by forming alliances, so that areas of expertise can be cross-referred, even on a finder’s commission basis.

3.Recruit experienced individuals: Advisors increasingly need to show their strong international and commercial background. That means having in place budgets for attracting, motivating and retaining top quality individuals into organizations who are uniquely familiar with international challenges and issues of area they are advising.

4.Performance and measurement: Ensure that you have a quantitative, results-based infrastructure in place. This infrastructure should not only recognize efforts of your best advisors, but will also weed out those few mediocre unresponsive individuals intent on riding on back of rest.

5.Avoid complacency: The world changes rapidly. So does information. Stay on top of your field of expertise.

6.Give it to them in a language they can understand: Advice needs to be delivered in a way that is easily translatable into everyday, practical situations. Don’t give clients an excuse to see your hard-earned work end up on a bookshelf collecting dust.

7.Consider your options: Finally, to those very few who enter field without proper background and experience, or who are not taking their role that seriously, you are not only doing yourself a disservice, but also those of your advisory fraternity. Frankly, you should consider a career in landscape design.

In summary, an indication of strength of an executive’s commitment to international success is his ongoing determination to continue seeking external counsel, realizing that not all advisors can be tarred with same brush.

The mountaineering and sports clothing manufacturer Berghaus sums it all up in a recent advertising campaign. A photo showing world famous climber Chris Bonnington reaching summit carries a great strap-line – “Trust is earned!” International advisors in pretty much every capacity face a steep climb as it is. If we are to encourage firms to continue relying on external advice, let’s not allow a few misfits to spoil it for rest of us who have worked so hard to earn that trust.

6.Do you have support of entire management team? A management team that does not agree with and wholeheartedly support plan for expansion is going to cause problems. Since every division of your company will be contributing to this project, it is best to clear up all perceived issues and concerns at highest level of company, before you even start to draw up your blueprint for expansion.

7.Have you nominated an international champion? This person should carry role of spearheading international expansion effort. Decide and dedicate this role wisely. This must be a senior role, capable of driving change across organization where needed most. In addition, candidate should have sufficient international experience to make expansion a success.

8.NEVER underestimate culture. Again, all too often, firms rush into foreign markets, assuming that what works at home should apply in overseas markets. After all, your product or service has been successful back home, so why would it not be in a foreign market? WRONG. Even a major corporation is a non-entity, a start up in an overseas market. Use axiom – When in Rome, Do as The Romans Do, and take heed of local business culture, customs, etiquette, buying behaviour and so on. Gain respect and build your reputation according to how you are perceived and accepted in foreign markets.

9.Train, recruit and provide incentives. Spot international talent inside your company and motivate well. Train your existing staff, as well as recruit seasoned internationalists. Don’t try to cut corners here. Since people are your biggest asset, give them a chance to help you become a global player. If you don't do this, you may find your staff leaving to help competition.

10.Be patient. Take things very slowly and avoid growing too fast. Develop markets one by one. That way you can develop a template for what works best and apply it to other markets.