Introduction| Role Descriptions| Recommended Protocols| Planning & Implementation Guidelines| Internet Resources| Schedule of US Outbound Trade Missions


Introduction
In response to a growing number of U.S. outbound trade missions to NAR’s Cooperating Associations and the potential for increasing inbound visits, a workgroup was appointed in February 2001 to address recommended protocols regarding these visits and also to develop a set of high level guidelines to assist in the planning, implementation and evaluation of the trips.

There are four sections to this document:

• Descriptions of general roles for the various REALTOR® organization constituents as they relate to trade missions.
  
  
• A set of suggested protocolspertaining to REALTOR® organization trade missions.
  
  
• High level guidelines for planning and implementing an organizational trade mission.
  
  
• A list of Internet-based resources for associations to use in developing a trade mission.

This information was developed with input from each of the three core constituencies of NAR’s international Network:

1) foreign cooperating associations,

2) U.S. ambassador associations, and

3) NAR’s President’s Liaisons/Regional Coordinators.

The protocols are set forth as recommendations, not policy, as each situation warrants individual consideration and decision-making. Communication between the various groups is the basis for the vast majority of these protocols, and organizational representatives are encouraged to raise these issues early in the planning stages and have an open discussion about each point. In doing so, it is hoped that the expectations of each group will be identified and understood early on, thereby, ensuring a greater chance of success for all parties.

In no way should the planning and implementation guidelines included in this packet be perceived as a complete “how-to” guide. Organizing a trade mission is a significant undertaking. The information provided is an attempt to identify some of the issues unique to the REALTOR® organization and also to share some advice from those who have been involved in a real estate trade mission.

Questions regarding these protocols may be directed to NAR’s International Operations Group at 312-329-8389. For easier use/reference to the protocols and guidelines, you may also access this information in a 26-page PDF file:

Download Trade Mission Protocol (584K PDF File) >>

President’s Liaisons:
Individuals appointed by the NAR president on an annual basis to serve as his/her liaison to NAR’s foreign Cooperating Associations.

Depending on the country, the NAR-appointed President’s Liaisons may be the primary contact to the Cooperating Association. In some instances, they may be the only individual in the mix that speaks the language. Their role in a trade mission can vary greatly depending on the situation and whether they are a member of the association planning the trade mission, but appropriate responsibilities include, but are not limited to:

• participating in the trade mission at their own expense and/or through use of NAR-approved stipend;
  
  
• participating associations that wish to draw upon the specific expertise of the President’s Liaison during the trade mission, may wish to offset related travel expenses, but there is no expectationfor the association to financially support their participation
  
  
• explaining protocols; helping the association to avoid cultural, social, business or political pitfalls
  
  
• educating outbound association on key topics, e.g., International Consortium, CIPS Network, market conditions in destination country, etc.
  
  
• providing counsel to any association interested in business opportunities in the country
  
  
• serving as the “concierge” or “major domo”
  
  
• serving as an interpreter in the planning and/or implementation stages
  
  
• participating in pre-trip briefings
  
  
• explore possible opportunities for delivery of CIPS courses in conjunction with trade missions; enroll NAR, traveling US associations and/or Cooperating Association as sponsors

Regional Coordinators:
Regional Coordinators are U.S. REALTORS® appointed to serve as NAR’s liaisons for specific regions, e.g., Latin America, Western Europe, Eastern Europe and Asia/Pacific. They assist NAR in focusing on regional issues as well as being a resource to the President’s Liaisons. While they may be of general assistance in planning a trade mission to a country within their region, the President’s Liaison should be the first point of contact for a country.

• assist in resolution of any conflicts that might arise among the Ambassador Association, President’s Liaison and/or Cooperating Association
  
  
• assist in identifying Cooperating Associations that may be seeking trade missions and/or those that may be receiving more inquires than they are able/interested in responding to; help redirect interested traveling groups accordingly
  
  
• participating in the trade mission at their own expense and/or through use of NAR-approved stipend; participating associations that wish to draw upon the specific expertise of the Regional Coordinator during the trade mission, may wish to offset related travel expenses, but there is no expectation for the association to financially support their participation

U.S. Ambassador Associations:
U.S. state or local REALTOR® associations that have been appointed as an association “partner” to NAR’s foreign Cooperating Associations. Relationships range from a mentoring one to strengthen the Cooperating Association, to one where the relationship is primarily business development opportunities for respective members. Although member business development opportunities may be the impetus/focus for the trade mission, Ambassador Associations should keep in mind that any trade mission will likely be viewed as an extension of the NAR alliance and, therefore, there should be a relationship building or “good will” element to the trade mission. Assuming the Ambassador Association is the outbound traveling group, it bears the burden of the planning and is responsible for defining the trade mission objectives and expectations. Following are specific tasks to be undertaken in doing a trade mission abroad:

• contact Cooperating Association in host country to discuss hosting interests and responsibilities
  
  
• provide advance materials to Cooperating Association on objectives, desired activities, schedules, etc.
  
  
• communicate with NAR and the President’s Liaison regarding plans and invite participation, as appropriate
  
  
• market the event, recruit participants and manage all pre-trip preparations and communications
  
  
• arrange directly or through a third party all travel logistics; including transportation, meals, lodging, etc.; schedules; and support services, e.g., translation
  
  
• serve as coordinator on the ground in-country; identify resources to manage on-site logistics, e.g., local transport, translation, etc., as needed

When the Participating Association group is not the NAR Ambassador Association:

• communicate and cooperate with Ambassador Association
  
  
• consider carefully advice from the Ambassador Association regarding potential conflicts in travel dates or focus of the trade mission
  
  
• seek assistance from NAR and the President’s Liaison, as needed, if there are issues or unresolved conflicts with Ambassador Association

• respond to Participating Association and assist in opening the door and making introductions to the Cooperating Association
  
  
• provide advice and counsel based on the best interests of the Cooperating Association
  
  
• participate and/or send participants, if appropriate
  
  
• advise NAR if there is a perceived conflict which the Participating Association is disregarding

• respond to requests for trade mission; including having the right to decline to participate.
  
  
• agree to objectives and communicate host organization’s objectives/interests.
  
  
• agree to details of technical tour, social and educational activities; confirm outline and budget is acceptable.
  
  
• inform the President’s Liaison and Ambassador Association when contacted by another US REALTOR® association.
  
  
• create templates for visiting groups, including a 2-day add-on to existing national conference (no requirements for major social events as these would be covered within the conference itself) and a 4 –5 day stand alone. Should be adaptable for commercial, residential and/or both.
  
  
• provide basic market information
  
  
• provide name of professional conference organizers, if available, to assist US visiting group with travel plans/logistics
  
  
• receive details of attendees and look to match interests for one-to-one business opportunities
  
  
• advise visiting association of social, cultural, and political nuances of country
  
  
• assist in making government contacts at appropriate level for visiting group
  
  
• identify relevant speakers from host country, as agreed to with the visiting organization.
  
  
• identify and organize technical tour venues, if interested
  
  
• organize local PR and media contacts
  
  
• identify a Professional Conference Organizer (PCO) to be responsible for accommodations, internal travel, seminar venues, etc., social program in consultation with host organization and visiting organization
  
  
• agree to all respective expenses with visiting organization

National Association of REALTORS® (NAR):
NAR’s role may be very minimal in trade missions, but on occasion may be interested in playing an integral role, e.g., having an NAR leadership representative participate or sponsor/co-sponsor a CIPS course in conjunction with the program. Generally, NAR does not play a role in logistic planning or implementation. Following are key areas of responsibility for NAR with regard to both outbound US trade missions and inbound Cooperating Association trade missions.

• serve as clearinghouse to help identify resources and contacts; collect and re-distribute best practice information
  
  
• provide counsel and coaching to groups; identify opportunities and communicate accordingly; assist as needed, in overcoming barriers and bring together parties to discuss issues; mediate political situations, as needed
  
  
• promote national/regional trade mission opportunities and provide recognition for successful efforts
  
  
• evaluate planned trade missions for opportunities for national involvement and if there is one, determine how to proceed in manner that supports Cooperating or local/state association plans

• Prior to finalizing destination or travel dates, the outbound group should communicate with prospective host organization to evaluate willingness of host group to participate. Inquire specifically as to the available resources and desirability of the timing of trip and the appropriate size and make-up of the group.
  
  
• The outbound group should provide, in writing, a list of general expectations for the trip and invite the host association to respond to each as to their ability to assist and also to note any additional or differing expectations the host organization may have. A set of objectives/expectations should be agreed upon by both groups before proceeding.
  
  
• The outbound group should advise other key constituents of plans for the trade mission, including the President’s Liaisons, the Ambassador Association (when the outbound group is not the Ambassador Association), and NAR International. President’s Liaisons should be invited to join the trade mission, at their own expense, if they choose. NAR also should be invited to schedule key leadership activities and/or education program in conjunction with the event, assuming there are no obvious conflict in doing so.
  
  
• Outbound associations scheduling trade missions should include the President’s Liaison in the communication process from the beginning, and may want to have this individual make the initial contact, particularly if a U.S. association planning the trade mission is not the NAR-appointed Ambassador Association. In the case where the traveling association is not the Ambassador Association, this group should advise the Ambassador Association of their interests/intent and be responsive to advice given regarding timing and focus of the mission.
  
  
• Outbound associations should not assume that the host organization is prepared or able to handle trip logistics. Inquire as to the suggestion of a local tour operator that may be hired by the traveling organization to handle local hotel and transport arrangements.
  
  
• Host associations should be allowed to initiate contact with local government, chambers, etc. on behalf of the outbound organization, if they wish, even if the visiting group has direct contacts. If the outbound group has interest and/or opportunity to work with a group other than the NAR bilateral partner, this should be discussed between the two groups to avoid embarrassment or disappointment. (An example of such a case might be if the outbound group is interested in property management, but the host country group does not focus on that business specialty. The group may be able to recommend and/or provide introductions to a more appropriate group.)
  
  
• The formalizing of alliances between associations, outside those appointments made by NAR, are not encouraged. NAR strongly encourages the development of relationships and member-to-member business development activities, but discourages signing of formal agreements between groups. Cooperating Associations have indicated that such additional agreements add unnecessary administrative burdens, and do little to support the business development opportunities between members. Additionally, NAR encourages U.S. Ambassador Associations to remain focused on their appointed Cooperating Associations, working to build those relationships to a level where the member-to-member contact occurs easily and with minimal organization involvement before seeking to initiate new relationships.
  
  
• Upon return from a trade mission, U.S. associations should report to NAR, the President’s Liaison and the Ambassador Association any matters of concern that arose regarding the Cooperating Association’s relationship with NAR. All outbound groups are invited to provide to NAR reports or documentation of the trip for promotional and clearinghouse purposes.

Guidelines for Planning, Implementing and Evaluating a Trade Mission

A. Setting objectives and expectations:
For many industries, including the U.S. Commerce Dept., a foreign trade mission is defined as a very specific event where tangible business is conducted between companies and appropriate relationships are established with government officials. In the real estate arena, trade missions (particularly a first mission) tend to be more focused on developing relationships, building a network, learning about each other’s markets, etc. This type of activity may more aptly be described as a study tour. However, organizers may find it difficult to market a “study tour” to members seeking to develop business contacts and/or to market investment opportunities.

Regardless of what you call your trip a key planning aspect is to be sure that members’ expectations match the reality.

For purposes of this document, the term trade mission will be used to refer to any outbound trip designed to broaden members’ market understanding, network and business development opportunities. If you are enrolling other industries or community groups in your trade mission, be aware of the potential for differing expectations based upon the term trade mission.

Determining the organization’s objectives is the first step for any successful trade mission: what do you want to accomplish?
If this is a first trip to a country, particularly if you are an NAR Ambassador Association, your objectives may be as basic as learning about the country’s real estate market and developing a networking business relationship between the two groups’ members. More advanced objectives might be to showcase a specific development opportunity to foreign investors, or to represent the interests of investors seeking property opportunities abroad. Regardless, your objectives will be the foundation for the rest of the planning and decision making regarding the trip.

Generally, member business development opportunities should be the guiding force of the trade mission, and all activities should support this to some degree.

B. Scheduling Activities:
Below is a list of possible elements of a trade mission. Most activities fall into one of five categories: Business, Social, Cultural, Educational, Organization Business. In many cases activities fit into more multiple categories and it is suggested to strive for a balance of types of activities, keeping in mind that any activity has the potential to be business-oriented in the real estate industry!

Business (referring to the business of the commercial and the residential practitioner)

• One-on-one meetings about specific topics (e.g., construction, management, etc.)
  
  
• Property/Technical tours – construction sites, industrial parks, office developments, resorts, wine regions, etc.
  
  
• Investment property presentations
  
  
• Seminars for buyers (co-sponsored with host organization; focusing on buying property in ‘x’ market) However, the actual marketing of properties may prove sensitive and may also present legal difficulties – the host Association’s advice and views should be heeded in this regard.
  
  
• Participate in regional/national trade show or conference

Social/Cultural

• Welcome event at arrival; informal dinner or cocktails for both groups
  
  
• Program on the host country; can be delivered by the host organization and provides opportunity to brief guests about business and social protocols
  
  
• Group breakfast for daily briefing or as joint networking times between two associations
  
  
• Singing, Eating, Drinking, Dancing (experiencing local foods and customs)
  
  
• Embassy Receptions – Arranged by visiting group; an opportunity to open doors to foreign government contacts for host organization
  
  
• Networking opportunities in both the public and the private sectors, host association to assist with connections
  
  
• Sight-seeing (organized as bus tour) of community/region or places of special historical/cultural interest
  
  
• Entertainment unique/special to the country
  
  
• Early evening cocktail parties
  
  
• Language orientation session to teach key phrases

• Participation in national/regional conference of host organization
  
  
• Panel discussions (market/business issues)
  
  
• Skill transfer sessions – how a country does business or responds to industry challenges
  
  
• Company-to-company and one-to-one meetings
  
  
• Presentation of respective business models
  
  
• Information exchange (a Q&A session each day)
  
  
• Distribution of literature packet to provide background information – market understanding (political, social, economics, etc.)
  
  
• Embassy Briefing – information intensive/gives status to trip

• Establish relationships with regional/national organization
  
  
• Evaluate mutual needs, interests and expectations
  
  
• Market or delivery of education program
  
  
• Sharing of business models; best practices
  
  
• Planning of member-to-member program development
  
  
• General maintenance of relationship; continuity of relationship
• Clarification of roles, primary contacts (leadership changes, etc.)
  
  
• Trip specific: confirmation of expectations and details of events, cost issues, contacts, resources, etc.

Resources for Identifying and developing trade mission activities:
Although the host organization is likely to play a major role in identifying activities and contacts, there are additional resources you can explore, including the Sister Cities program, U.S. Embassy in country, World Trade Center (both locally and abroad), international franchise organizations, private property marketing companies, real estate research departments of universities located in the destination country, and local/regional economic development groups.

C. Working with an NAR Cooperating Association: Most U.S. groups traveling abroad anticipate working closely with the NAR Cooperating Association in that country. Generally, this is recommended. There are a number of issues, to consider, however.

1. Contact the Association in the very early stages of planning to discuss the organization’s interest in hosting a group, whether the timing is good for the host, and what resources or support they are able to provide. It’s important to keep in mind that there are likely to be certain countries that are more popular destinations and may receive multiple requests in a given year, so do not take offence if your visit during a specific time is not well received. Additionally, most of these organizations are comparable in size to a state or local U.S. association, so staff and resources are limited.

2. The outbound and inbound group’s objective will likely vary and may be in conflict. Typically, U.S. groups are more likely to be interested in building referral networks, while non-U.S. groups are more interested in facilitating foreign investment. Common ground—e.g., identification of local partners—can be found, but it’s important to understand each other’s objectives from the start.

3. Cultural differences affect organizations as well as individuals. For example, U.S. real estate organizations generally are designed to appeal to and serve the masses. Some country organizations, however, may be structured to serve the upper echelon, or primarily the most successful or most educated practitioners in the region.

4. Expectations of involvement may differ. Outbound groups should not expect the host group to actively manage the logistics of the visit. Although the host group can be extremely valuable in helping shape the schedule, transportation, hotel, and other such details should be left to a professional organizer. Ideally, a host country can identify local resources to assist the visiting group.

5. U.S. REALTOR® organizations planning trips to countries where they are NOT the appointed Ambassador Association have additional issues to consider. Although all the same guidelines are recommended, be aware that if a Cooperating Association has limited resources, it may prefer to invest them with their U.S. partner and, consequently, may be unable to accommodate other groups.

D. Size of Trade Mission and Determining who will Participate: While planners may be concerned about attracting enough interest, a potential greater problem is determining policy on who participates when there is greater interest than space availability.

1. The size of your group may be determined by something as basic as how many seats on a bus. There is no exact right number, although a general industry standard is 15 as a minimum. The U.S.Commerce Dept. sets 15 as the maximum. Experience suggests that 20 – 30 is about right for a real estate group and that more than 30 may be difficult to manage for some host groups.

2. Inviting participants from outside your market is an issue you may need to address. The objective of your mission may dictate the logic of this, e.g., if the focus is to promote investment is a specific property or market, it may be a conflict to include practitioners from outside that market. The flip side, however, is that broadening the group will generally result in a more interesting mix for the host organization and also provide networking opportunities among practitioners from the same country, but who operate in different markets. Keep in mind that some members may be sensitive to their dues supporting an activity that benefits non-dues paying participants. One option to consider is a higher participant fee for non-members.

3. The inclusion of spouses should be determined up front. A core issue is how members may feel if a spot is not available due to a traveling spouse. Unsold spots could be offered after a certain date on a first-come, first-served basis. Regardless, don’t leave this question unanswered until it becomes an issue; it will be much harder to handle at that point.

4. The problem of more interest than available spots is a nice one to have, but you may wish to decide in advance a general priority order. One suggested prioritization is: a) CIPS designees, b) members of the international local council group, c) any local association member, d) any state/regional association member, e) any national organizational member. An alternative would be to take a % of each group, or to divide the number of slots into business categories, e.g., residential, business, property management, etc., in order to have a varied group of business specialties represented. This weighting should reflect the actual business opportunities available for individual participants bearing in mind their area of expertise and/or practice. Again, the objective of the trade mission may suggest the most logical approach.

5. Ensuring participants stay actively involved with the trade mission is a factor to consider in recruiting participants. It’s unfortunate to have members sign up as a means of access to organized travel and, once in the host country, go off on their own. While there’s no way to guarantee this won’t happen, setting expectations as part of the recruitment process can minimize instances of this.

E. Marketing Your Trade Mission: A trade mission should be marketed using the basic fundamentals of good marketing that you would use for any other program. There are a few unique differences, however, that are addressed here.

1. It’s likely you’ll need to get your leadership support before planning a trip. Board of Director approval is required by most groups. Before taking a proposal to the Board, the objectives of the program and required resources should be well-thought through. Additionally, there should be buy-in from the CEO and other top staff members. (Consider opportunities to enroll other core association programs into the trade mission, e.g., is there an opportunity for your Chief Financial Officer to participate in terms of sharing best practices?) Following are steps one association took before going to the Board for approval of a Trade Mission:

a) Begin by informally talking to Board members about the idea—particularly those who might have personal interest in participating. Generating initial interest can help secure support well in advance of any formal vote.

b) The next step is the passage of a formal motion at the committee level to proceed in developing a specific proposal for Board review and action. The most important factor to address is cost. It should be clear that staff time would be the main expenditure as each participant would pay their own way.

c) Once a formal motion has been made at the committee level, gauge the level of support of select Board members informally before proceeding with a full blown proposal. The more Board members develop a sense of interest and/or ownership of the concept/proposal, the greater chance of overall acceptance of the proposal.

d) Schedule a dry run of the presentation to the Board with a group of “devil’s advocates.” Make sure the individual making the presentation is prepared to counter common questions and objectives, including regarding costs and value to the association.

e) Make the presentation as formal and/or professional as appropriate for your Board. Well-polished presentations often generate less resistance, but don’t lose the genuine enthusiasm members have for the program.

2. Assuming you’ve secured Board of Director support, key leadership participation can be helpful in generating interest among other members. One U.S. association allows any top leadership volunteer to attend CIPS classes free-of-charge. This helps build overall support for any international initiative. Other groups may automatically send the association president along. Be cautious, however, of actions that may result as the trade mission being viewed as a junket or leadership perk. Staff may want to prepare and have the Board approve a set of goals to be achieved under a Trade Mission policy. Such a policy should not focus on the objectives directly, but rather on the method of achieving those objectives. The Board’s adoption of such a document can result in Board members taking a sense of ownership for the program. Participation by Board members should be encouraged, not as junkets, but by way of leadership setting an example for the broader membership through participation. As with general participation, Board members' participation should reflect the business opportunities presented by the individual Trade Mission.

3. Don’t assume members automatically understand the value of an international trade mission. You will likely need to do more education than normal to raise general awareness as well as to sell the specific value.

4. Look to generate excitement in ways related to the destination. One association sponsored an outing to a local ethnic arts club party to help members learn about the country and was so warmly received that it filled most of its slots within a week.

5. Clearly outline the intended business outcomes of the trip. Selling the “sexy” side of the trip will be easy, but the business value of the trip is critical for continued program support and members who are disappointed because reality failed to meet their expectations will make it difficult to organize future trade missions.

F. Trade Mission Logistics: Organizing and planning a foreign trade mission is a significant undertaking, and it advisable to work with a professional travel planner (either local and/or in the country of destination) to handle the travel logistics. Following are a few tips to assist.

• Begin early to ensure best rates
  
  
• Traveling off-season can lower member costs
  
  
• Ask around for suggestions for travel planners/tour companies; personal recommendations are the best
  
  
• Explore options for travel planner to accompany group to act as guide, interpreter, on-site logistics manager, etc.
  
  
• Seek advice from host organization on local resources to provide same service; bear in mind that in instances local tour operators or PCOs will have a much better knowledge of what is on offer by way of accommodation, touring and other attractions and, with the co-operation of the Host Association, can probably produce a better package than an operator working a considerable distance from the intended destination.
  
  
• Determine cut-off date for payment to avoid last minute cancellation penalty with organizer

G. Pre-Trip Activities: Once the objectives are set and the trip scheduled in coordination with the appropriate groups, and the travel slots have all been sold, associations can do a lot to build excitement for the event as well as prepare members to maximize the value. Following is a list of pre-trip activities to consider:

• Daily/weekly e-mail briefings for trade mission participants: tidbits about the country, useful foreign language phrases, business protocol, weather updates, host organization information, website resources, etc. These can also be expanded into a live delivery program.
  
  
• Work with host organization to create information packets for respective country participants; include recent association newsletters, bios of trade mission participants, business/political protocol information, etc. Have information translated, as needed.
  
  
• Host an in-depth program on the destination country’s history and culture. This will be particularly helpful if there is cultural/social programming included in the trip. Also use this time to begin stressing cultural/political norms.

This is also a time for regular communication with the host organization to ensure both groups are in agreement on key events, scheduling, costs, etc. Written confirmations are the best to avoid possible misunderstandings.

H. During the Trip: Following are a few things to keep in mind throughout the trip.

1. Take time each morning to meet with the traveling group to touch base on the day’s schedule, any unforeseen problems, concerns, or opportunities. Once you’ve arrived you may find that the best organized plans no longer make sense, and this ensures you have a daily opportunity to adjust schedules and expectations.

2. Document in great detail each day’s activities! Aside from being a nice record of the event, it will be very helpful in evaluating the overall success of the program as well as marketing future trade missions. Take pictures to share with the host organization, and to include in association publications/website. Obtain business cards from everyone you meet. In addition to helping document the trade mission (and making writing thank you notes easier), these may be useful organizational contacts down the road.

3. Look for tangible examples of business development value happening for members. As part of the trade mission evaluation, your board of directors is likely to want to know if there was any business resulting from the trade mission. Although it’s unlikely you’re group will leave with investor’s money in their pockets, the seeds of future business can be laid and it’s much easier to follow-up later if you have a good record of prospective business opportunities being developed.

4. Collect literature on the country’s market, business practices, industry resources and more. This will help maximize the value of trade mission, broaden the value of the experience to members that did not travel and also ensures you don’t have to rely on your memory or hand-written notes for references. (Keep in mind, FedEx ships from just about anywhere!)

5. Provide gifts to individuals that play a key role in hosting the trade mission, either through providing access or introductions to others, or who take time to host events. Gifts are generally representative of your homeland and may be small gestures. However, outbound associations should inquire with host associations in advance as to whether any gifts will be presented to the visiting delegation and the approximate value level of the gift so they may act in kind.

General Tips for a Successful Trade Mission:

• Perhaps most important—be flexible to onsite changes; no trip will come off exactly as planned and preparing members for this will minimize disappointments
  
  
• Don’t over-schedule; members will need some down time. Beware, however, that in the marketing stages, members will look for a full schedule to maximize value of time and cost
  
  
• Schedule at least one social activity each day, and look for opportunities for casual one-to-one interaction between group members and information sharing opportunities.
  
  
• Make the first evening social event casual. This will accommodate harried travelers and travelers whose luggage has not yet arrived.
  
  
• If the host association is assisting in the planning, provide a general outline of the preferred schedule, e.g., ½ day city tour, two evening social events, ½ day property tours, visits to 3 real estate companies, etc. Be prepared to defer to hosts on some matters; the host group’s interests must also be addressed.

I. Evaluating the Trade Mission:
Evaluating the success of your trade mission is important so you may improve future trade missions based on experience, but also to support the opportunity for future missions.

1. Review the original objectives to determine if your event was a success. While some of the objectives may be easier than other to quantify, you should plan to do some post-trip survey of participants. Following are questions you might include. Also ask basic demographic questions, e.g., business specialty, member status, etc., particularly if the survey is blind.

• How many business contacts did you make?
  
  
• Do you believe any will result in actual business?
  
  
• Where your personal business goals met on this trip? Why/why not?
  
  
• Would you participate in a future trade mission to this country? To another country?
  
  
• How do you see this experience benefiting you in your local market?
  
  
• How will you use the experience to promote yourself locally?
  
  
• Before this trip, were you a member of the local international council? If not, do you plan to join? Why/why not?
  
  
• Was the trade mission worth the cost to you?
  
  
• Did you enjoy yourself?
  
  
• What would you change about future trade missions?/How would you improve this mission?
  
  
• What was the most important thing you learned?

2. Survey participants immediately after the trade mission and then again in 6 to 12 weeks. You may want to pose some of the same questions, particularly those pertaining to business development, but also add a question pertaining to whether participants have done anything since the trade mission to cement relationships formed on the trip, and if so, what. In addition to providing useful information for the association, it will also prompt members to do the necessary follow up to sustain international relations. You may also want to consider a one-year follow-up, again to evaluate the business development outcomes of the trade mission.

3. At each evaluation stage, offer the opportunity for members to offer testimonials and/or to identify themselves to be featured in a newsletter article or website. Personal anecdotal success stories sell the value of a trade mission best, but can be difficult to identify. One point to consider is that in some instances, foreign clients may not wish to be publicly identified, e.g., commercial investors, so your members may be reluctant to broadcast their successes.

4. Use post-trade mission evaluations as an opportunity to market the association’s related international programs and services, e.g., CIPS courses, local council membership.

5. Ask for feedback from the host association regarding the event and whether it was of value to their members. They may be a source of success stories you haven’t yet identified.

6. There are multiple constituents to consider in the evaluation process, and although you may only be surveying actual participants of the trade missions, keep these groups in mind as you review the feedback and consider how to maximize its value:

• Board of Directors—Will be interested to know about substantive member/association value and whether objectives were met. (Even if participants covered all expenses, staff time and organization resources were committed.) Local and/or national/international public relations coverage is important. Positive feedback from participating members and also perceptions of non-participating members can influence future support.
  
  
• Trade Mission Participants—Initially, an overall positive feeling about the experience may be enough, but ultimately there needs to be some business payoff for participants, even if only that the experience has provided a local marketing edge.
  
  
• Members who did not Participate—Perceptions of this group can be important. Minimally, they should have a sense that the trade mission is a benefit to the overall association and/or market area. If they are ready to sign up for the next trade mission—all the better.
  
  
• Host Organization—The perceptions of the host association is important not only to your organization in terms of future business potential for your members, but also on a larger scale with regard to their willingness to host future groups from abroad.

• NAR Web sites
  
  
• Real Estate Specific Web sites
  
  
• U.S. Government Web sites
  
  
• Travel Resources Web sites
  
  
• International Business Affairs Web sites
  
  
• Asia Specific Web sites
  
  
• Europe Specific Web sites
  
  
• Latin America Specific Web sites
  
  
• Trade Information Web sites
  
  
• Tools for Traveling Web sites

Given the vast resources of the Internet, there are undoubtedly countless resources that could be added. This resource will be maintained and made available at the CIPS Network website, so readers are invited to suggest additional links and/or notify NAR of links that are not longer functioning. Please send feedback to NAR International.