With a philosophy of innovation, collaboration and expansion, the Newark-based architecture practice Benoy has gone from strength to strength over the last 70 years.
Now working in over 60 countries across 6 continents, Benoy is a truly global company, which has left its mark across the world is a very real and positive way.
I chatted to Commercial Director and board member Tom Cartledge (left) to find out what lessons other companies could learn from their success story.
JH: What have you found most surprising about doing business overseas?
TC : I’ve been so impressed with how welcoming foreign companies and governments have been to us because we are a UK company. Do not underestimate the strength of the British brand overseas. The Foreign Office and UKTI do a great job globally to showcase the best the UK has to offer. This provides a unique platform for companies to build relationships and win business. I’m always surprised when companies aren’t making the most of that support.
JH: What advice would you give a company working overseas for the first time?
TC: Work with a good local partner. Choosing the right partner is crucial – do your homework. Benoy has some fantastic partner companies in markets around the world. They give you great insights into the local culture and ways of working. A strong local partner can help you access work and talent, as well as avoid the worst pitfalls of being a new player in the market.
Being part of the local community is also important for us. It’s so rewarding completing projects in new markets and these are often emerging economies with real social challenges. We feel it is only right to put some of our profits back, for example into positive programmes for better housing and education.
JH: Any particular reflections on working here in Asia?
TC : I’ve found Asian markets to be amongst the most friendly, open-minded and ambitious places to do business, really welcoming to British companies. Taking time to build relationships is crucial and don’t try to impose your own rules or ways of working. It is important to take time to understand the characteristics of each market and the priorities of each client. Also to keep a finger on the pulse, as many Asian economies are very dynamic and change rapidly year on year. In China, we are busy in every region at the moment, focusing on the tier 1 and tier 2 cities, as well as keeping an eye out for the new opportunities emerging there all of the time.
JH: What are the biggest risks to your business and how do you manage them?
TC: Any property market is cyclical. Being a global company means we can focus on countries where the opportunities are strongest, but we have to avoid spreading ourselves too thinly. It’s a balancing act between focusing on existing projects and being well-positioned to win work in new markets.
All companies going into new markets need to budget to manage potential risks. If you go into a new country with no margin for when things don’t go to plan, you might not be there for very long.
JH: What final thought do you want to leave with our readers?
TC: Invest in your talent. We have some fantastic people at Benoy with a wide range of skills and backgrounds. We have more than 35 different nationalities working for us. Such breadth of experience in our talent pool has been a real advantage when going into new markets. Our talent is definitely the secret to our success.
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