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| Foreword | |
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| Introduction | |
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| Why Go Global? | |
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| Long-Term Implication of Current Trends | |
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| Leading the Way in a Flattened World | |
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| The Rise of SMEs in the Global Arena | |
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| Opportunities in the Face of Declining Membership: How to Survive When Dealing with Industry Consolidation | |
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| Outwit, Outplay, Outlast: Today's Associations Need Creativity, Imagination, and a New Focus to Survive | |
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| Putting the Market in the Driver's Seat | |
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| Is a Global Strategy Beyond Your Means? | |
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| Associations Could Profit from Global Opportunities | |
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| Assisting Countries in Need with Associations' Missions | |
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| Making the Case to Go Global | |
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| Rising to the Challenge | |
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| Common Problems in the Global Arena | |
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| Globalization in the New Millennium | |
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| Cross-Border Collaboration: Sell Successfully Overseas by Learning the Local Needs | |
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| Global Localization | |
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| Sorting Out What Is Global from What Is Local | |
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| The Structure of the Globalized Association | |
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| A Regional Development Strategy | |
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| Buy-In Through Collaboration | |
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| Bigger May Not Be Better for Associations Planning to Go Global | |
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| Strategic Alliances and Sister Companies | |
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| Regional Structure, Board Members, and Localization | |
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| What is Fair in a Global Democratic Governance Structure? | |
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| Leadership in a Consensus-Based Environment | |
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| Funding and Financing | |
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| Sources of Income | |
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| Mixed Signals on Globalization | |
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| The Globalization Dilemma | |
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| Moving from Corporate Sponsorship to Corporate Partnership | |
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| Language and Culture | |
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| Cross-Cultural Deal Making: Don't Take "Yes" for an Answer! | |
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| Language and Policise Relating to Languages | |
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| Guarding Your Intellectual Property Rights | |
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| Should Your Brand Be Scrubbed Clean of Any Cultural Bias? | |
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| Foreign Representatives | |
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| Term Limits | |
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| Flexibility and the Ability to Make Mistakes | |
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| Being True to Your Word | |
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| When in Rome | |
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| The Tug of War between Local and Global | |
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| Endeavors in Specific Countries | |
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| Global Strategies Begin with Research | |
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| Entering the Chinese Market | |
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| Succeeding in India | |
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| Special Challenges in Transatlantic Relations | |
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| Following the Flag | |
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| Relative Merits of These Markets | |
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| The Fee-for-Service Model Migration | |
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| Successes and Failures: Key Ingredients to Globalization Success | |
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| Action Plans for Globalization Success | |
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| A Look at Four Models | |
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| Costs versus Benefits of Each Model in Four Overseas Market Categories | |
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| Final Thoughts on Truly Becoming Global | |
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| Globalization Is Survival: Becoming Global as an Antidote to Stagnant or Declining Markets | |
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| Globalization Is a New Opportunity: Becoming Global Is Not Just for the Wealthy | |
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| Globalization Is a Tidal Force: Doing Well by Doing Good | |
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| Globalization Is Outreach: Communities of Common Interest | |
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| Doing Well by Doing Good---Continued | |
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| About the Author | |
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| Index | |