In many ways, the world is vast and wide, what with 195 United Nations-recognized countries and a global population of more than 8 billion speaking more than 7,100 languages. The advent of the internet, continuously evolving technology and the ability to connect with others around the world faster than ever make the world feel smaller, much to the benefit of international business.

When it comes to conducting international business and closing international deals, there are several factors to take into consideration, starting with cultural differences. According to Scott Leese, founder, Scott Leese Consulting and The Surf & Sales Summit, businesses looking to succeed internationally should take these cultural differences into account when approaching prospective clients. For example, do not treat an Australian prospect like a buyer in Dallas.

“You can’t copy and paste your pitch deck and expect it to land the same way in Frankfurt, Stockholm or Auckland,” said Leese. “You have to adjust.” Diego Andrade, partner and foreign legal consultant, Houston-based BALL PLLC, agreed.

“If someone decides to venture or invest in other countries, they must be clear about their objectives and why they want to invest or conduct business in that foreign country,” he said. “People need to understand the environment they will enter and conduct due diligence before making commitments.”

He also stressed the importance of developing cultural sensitivities by learning from and understanding others. “Always think about how best to interact with players in the environment you are entering,” suggested Andrade. “The importance of this cannot be overstated. To gain access, you need acceptance. This includes respecting local customs. Knowledge of languages, whether direct or through accomplished interpreters, will always allow you to take a step in the door.

“Because language itself is a product of culture and history, any attempt to communicate in it, even if limited, will give a positive impression,” Andrade said. “No matter how strong a negotiator you are, or how strong your position is, efforts to reach out and approach others in their language or custom will open the gates for you.”

Additionally, an understanding of the business cadences within different cultures can help yield results.

“From a cultural perspective, social norms, acceptable interaction, manners and the degree of permissible proximity will vary,” said Andrade. “To illustrate the point, businessmen from industrialized countries will likely be eager to advance a deal and get to the point, whereas parties from less developed nations will display a different tempo. The latter will spend considerable amounts of time getting acquainted and gaining trust before any serious commitment is made.”

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And while virtual meetings and interactions certainly help get the ball rolling in international business, do not discount the importance of face-to-face meetings.

“Both work, but intent matters,” said Leese. “If you’re serious about a region, show up. Nothing beats shaking hands, breaking bread, and seeing how people live and work. Virtual is fine to start, just don’t confuse convenience with commitment. Be willing to do what others are not.”

Andrade added even with technological advances, there will never really be a true substitute for interpersonal relationships. “Human beings remain socially wired creatures,” he said. “The sign language, gestures and voices of people will always cause a bigger impact in an in-person setting than on a screen. Any chemistry, compatibility and alignment of business goals will be felt more accurately in person than remotely.”

When it comes to conducting business internationally, rather than reinventing the wheel, Leese suggested checking in with others who have done business in the prospective countries to understand the techniques that worked for them.

“Talk to people who’ve actually sold there,” said Leese. “Culture lives in the conversations. How people buy, how they communicate, how fast they move. LinkedIn is underrated for this. Find locals and ask what doesn’t work. You’ll learn more from that than any textbook.”

Doing business internationally certainly comes with risks, but those risks can be worthwhile in the long run. Andrade suggested devoting time and resources to identifying, evaluating and countering risks, and understanding the underpinnings of other legal, cultural, political and geographical environments.

“There are many opportunities beyond our borders, and many of these are exciting and can yield high returns on investments,” said Andrade. “But investments in foreign markets must be backed by robust risk management practices. Risk management includes identifying and mitigating legal, compliance, financial, political, security and other risks adverse to business.”

When it comes time to close an international deal, consider you may need to adhere to country-specific business laws. Andrade urged companies to invest in protecting their assets and avoid shortcuts and cost-cutting measures from the start.

“Don’t embrace a false sense of cost-efficiency and avoid lawyers, accountants, tax advisors or other experts. Retain them in [a] timely manner, not after you’re already in trouble,” he said. “Advisors are not just experts in their field, but they know the operational realties [sic] of the jurisdiction in which they are licensed and understand what is going on in the place where you plan to do business.

“When choosing counsel, please work with people that have professional references and credibility. You can work with international firms that have a presence of their own in several jurisdictions; and/or through global referrals from attorneys you already know; or reputable professionals, networks, chambers or business organizations.”

He also said to make sure you adhere to applicable country-specific laws and regulations as well as international treaties.

“International law binds countries in a vast array of trade-related topics,” explained Andrade. “For instance, there are many conventions governing the protection of foreign investments and facilitating dispute settlement mechanisms between investors from one state investing in key economic activity sectors of another state. To properly protect your investments, you need a legal team versed in these nuances and committed to negotiating comprehensive international contracts.”

Legality also implies a thorough understanding of local laws, not just business laws, as well as administrative, civil, commercial, criminal and other subject matter.

“Legal systems will vary depending on geography,” said Andrade. “Thus, jurisdictions pertaining to one ‘family’ or type of legal system will have similar standards among them but will differ from other legal system traditions. “To illustrate the point, countries following the Anglo-American common-law jurisprudence with an emphasis on court precedent will differ from the civil-law jurisdictions of continental Europe and Latin America, which strongly rely on statutory guidance and the dominance of codes, many of which mimic the French Code Napoleon. Other parts of the world have their own set of principles, e.g., the Sharia system in Islamic law.”

Leese suggested partnering with local counsel or a channel partner who already knows the terrain.

“The goal isn’t to master every rule; it’s to remove friction for your buyer,” he said. “Make it easy for them to say ‘yes.’” Finally, when it comes to closing international deals, Leese suggested leading with curiosity, not assumption.

“Every market is like a new surf break — the waves look familiar, but the currents are different,” he said. “Listen first, adapt fast, and never think your way is the only way.”