TEACHING MEMBERS KEY CONCEPTS FOR COMPETING GLOBALLY.

With American hardware manufacturers facing increased competition, a mature domestic market, and fast-paced economic change, many are looking to expand into international markets. However, exporting poses many challenges, including language barriers, differing customs, and complicated strategic alliances.

To help members get a handle on these challenges, the American Hardware Manufacturers Association (AHMA), Schaumburg, Illinois, launched a major education initiative in conjunction with Thunderbird, the American Graduate School of International Management, Glendale, Arizona. An international education advisory council of member marketers worked with Thunderbird to design a curriculum. It included lectures, case studies, and group discussions to address such subjects as outsourcing, market selection, product and brand management, cross-cultural competencies, pricing, and distribution. The intense, three-day program, "Managing Global Opportunities," was designed so that chief executives of member firms could sit in on the beginning sessions for discussion of top-management issues and learn how their organizations could put the program to use.

Would they actually attend? We weren't sure what sort of response we would get when we promoted the program, but it wound up attracting many. High demand led us to increase the group size from 40 to 46 to accommodate all interested members.

What would they find out that they didn't already know? With the program off to a roaring start, Thunderbird's instructors urged participants to think about their potential sources of competitive advantage. Participants also learned that speed to market is often the difference between making and losing money. Role-playing and real-world examples drove home the point that international marketers have to filter a lot of what they do through the lens of culture, or face the possibility that it will come back to bite them.

Executives from member firms were recruited to deliver presentations on the risks and rewards of international trade. This personalized the program and added industry flavor.

Evaluation: Worthwhile; add more. According to participants, AHMA exceeded their expectations with the program and provided information that was directly applicable to their businesses. We learned that although our members vary greatly in product mix, size, and company structure, they face many of the same obstacles when pursuing international growth.

Following the success of our first program, in February 2000, we worked toward expansion and improvement for the next one, to run in 2001. To ensure that the program continues to meet the needs of members, they were again part of the process, working with Thunderbird. The enhanced program that emerged includes an exclusive executive track, a repeat of the initial program, and an advanced course for those who attended the first program. This structure will enable us to bring the global marketplace within reach of more of our members--our ultimate goal.

Submitted by William P. Farrell, president and CEO, American Hardware Manufacturers Association, Schaumburg, Illinois. E-mail: [e-mail].