28 June 2022
In an increasingly globalised world, the importance of international and thus intercultural cooperation is growing. Even the corona pandemic and the accompanying restrictions have not slowed down this trend, as modern technologies make it possible to maintain contact over long distances.
In order to be able to support our globally operating clients in the best possible way - even in the future – we see a great benefit in using global networks in partnership. This is why we entered into a cooperation with ti communication in May 2022 to offer our customers services that optimally complement our portfolio.
In an in-depth interview, the leaders of both companies explain why a partnership makes sense and who benefits from it and how:
How do ti communication and InterGest complement each other?
Prof. Peter Anterist, CEO InterGest: Both companies specialise in providing their clients with important assistance in entering new markets. While ti communication takes care of the people and their communication, InterGest takes care of the administrative tasks. Although at first glance this does not have much to do with each other, the two services fit together perfectly because they are both needed by the same target group. Basically, it's about bringing people and markets together.
Gerhard Hain, ti communication Managing Board Austria & Germany: "We are pleased to have InterGest as a strong partner in international business at our side. InterGest accompanies companies on their way abroad with very specific services such as organisational consulting, legal and tax advice or support in financial matters. These are services that we at ti communication cannot provide, but which are key for our clients. Now, every factual interaction poses communicative challenges, especially in a cross-cultural context, and this is where ti communication comes into play. This is where we complement each other perfectly.
How do clients benefit from the partnership?
Prof. Peter Anterist: Both partners work for the benefit for their clients. Behind this is the realisation that you can only be successful as a service provider if you put the success of your client first. Successful administration abroad is also only possible if interpersonal relations function smoothly. This is where InterGest and ti communication work hand in hand for the benefit of their clients.
Gerhard Hain: ti communication sees itself as a development partner for the respective international challenges. This approach connects us with InterGest. We are each on the job when it comes to gaining a foothold in numerous markets around the world and breaking new ground. We respond to the individual needs of our customers: A proper analysis of the current situation of the client are standard procedure for both of us. Based on the results, we can jointly lay the foundation for tomorrow's success and deliver our respective services.
InterGest's slogan is "The Art of Being Local Worldwide". ti communication's is "think inclusively".
Can you elaborate on what you mean by each?
Prof. Peter Anterist: From InterGest's point of view, a really successful market development can only be achieved through a local presence. This has always been true from the point of view of marketing & sales, but it also arises for fiscal reasons, for example with regard to the permanent establishment regulation. Although most companies are aware of this, they often shy away from the associated costs and necessary expenses. By offering a plug-and-play solution in over 50 countries, providing the necessary infrastructure and know-how on site, InterGest enables companies to actually be on site ("being local") from day one without any start-up time or initial costs.
Gerhard Hain: We always look at international projects in the context of various influencing factors and have made "think inclusively" our central approach. I can explain this with an example: one or two requests for intercultural training turn out to be the first tentative attempts to get a change process on the way after a merger in another country. However, culture cannot explain all problems and sometimes even leads to the wrong track. Targeted support can only be provided if the process and the individual influencing factors are understood. That's why we have our global experts at work.
Altogether, InterGest and ti communication have over 70 years of experience in international business. In your opinion, what is the most important aspect to consider when doing business abroad?
Prof. Peter Anterist: There are so many aspects that are important that one can hardly be selected as the most important. Moreover, this question is likely to be answered very differently from the point of view of the companies involved. But one thing is true for all companies: Do it right or don't do it at all! New markets cannot be opened up in passing, but only if the entire company stands behind the project. In addition, responsibilities, a timetable and the budget should be precisely defined.
Gerhard Hain: For me, there is one central aspect that needs to be considered. The timetable is set, responsible are named, the project is clearly defined and then things turn out differently. We plan and structure in other countries with the knowledge and know-how from our own culture, from our own experiences of the past years. That's okay and important for successful work. But this is also how we can fail if this knowledge is seen as the only basis for cooperation. Those who allow different approaches, new ideas, surprising strategies are on the right path to international success.
Are there pitfalls that are repeatedly ignored in international business?
Prof. Peter Anterist: There is no mistake that has not been made, is being made and will be made. It would be unwise to mention pitfalls here and keep others quiet. But what is almost always underestimated when entering a new market is time and financial expenditure.
Gerhard Hain: As already mentioned, insisting on a single possible solution can become the number one pitfall. Basically, I agree with Peter Anterist's analysis of all possible mistakes and I am always amazed at the mistakes that are actually made. However, there is one aspect that I particularly like to point out: 10 of the most important Dos and Don'ts are always requested. And I say: Leave them alone! They have nothing to do with the real situation, are often written and at the same time forgotten. No business relationship will fail just because the business card is handed over wrongly in Japan. The challenges are of a different nature and are never the same.
How do you both experience digitalisation? How do you deal with it in an internationally active company?
Prof. Peter Anterist: At InterGest, it's all about company administration, payroll, finances, annual financial statements and reporting, to name just the most important fields of activity. These are all areas that have been digital since the introduction of IT at the latest. Of course, today we communicate more and more by video conference and use new systems, e.g. in the areas of CRM and DMS. Ergo, we have been digitally on the move for many years and see this also in the administrations of most of our clients.
Of course, the pandemic contributed to the fact that digitalisation had to be speeded up considerably in some places in order to be able to complete the daily tasks despite all the requirements and restrictions. But our InterGest network was able to manage this very well globally.
Gerhard Hain: Our experts are all over the world and virtual communication has long been the basis of our everyday business. Hence, little has changed for us. During the Corona pandemic, however, digital formats became part of everyday life for all clients in a previously unknown breadth, and the use of virtual training and workshops became indispensable for everyone. It became quickly clear that things will never be the same. Virtual or hybrid meetings alternate with face2face meetings on an equal footing. In the same period, our training, coaching and consulting work has gained momentum. E-learnings, learning nuggets, short video sequences, workshops, accompanying coaching sessions, but also extensive learning programmes, some of which are virtual, are intertwined. We have thus been able to achieve greater design possibilities in the individual support of our clients.
What do you wish for the future?
Prof. Peter Anterist: One should be cautious about making wishes, as we all know. But since we are celebrating 50 years of existence we are very proud of what we have achieved and built up in the past, we can certainly look forward to the future just as positively. So far, we have been able to master all challenges very well, thanks to the competences in our InterGest network and the service concept that unites us all. So let's just continue on this path and look after our clients as best as we possibly can, which should fulfil at least a few wishes.
Gerhard Hain: In February 2020, we celebrated our 20th company anniversary in a virtual champagne reception. In this hybrid event, we were able to celebrate with friends, customers and partners in Regensburg, connected from all over the world. The virtual champagne reception was a nice idea for us at the time. Weeks later, but without champagne, this was everyday communication in a similar form. Whether virtually or face to face, we want to maintain the appreciative and open cooperation with all experts and team members worldwide. It forms the basis for trusting and equally appreciative work for our clients. When I founded our company, I wanted to have fun at work, in addition to many other entrepreneurial goals. Together with all these outstanding personalities, I enjoy tackling exciting challenges for clients. That's how it should stay.
