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By Jakub Konysz, MBA, CAE and Mark Rubin, MBA

For some associations, the question is no longer whether to expand globally but how to do so strategically. Whether driven by member demand, the pursuit of new revenue streams, or the need to remain competitive, associations must carefully consider when and where to take the leap into international markets.

Why Going Global Is So Important

Staying domestic can hinder your association's growth and relevance. Even if your association has historically been U.S.-focused, the industry or profession it serves likely operates on an international scale. 

Industries such as technology, science, and manufacturing are heavily influenced by global trends and regulations, underscoring the need for associations to stay connected internationally.

"In today’s interconnected world, building strong global relationships is essential to making real progress and creating lasting impact,” said American Society for Quality Chief Executive Officer Sid Bhatnagar. “When the world feels more divided than ever, global communities remind us of what truly matters—connection, collaboration, and shared purpose. For our members and the industries we support, it’s our responsibility to nurture these relationships, bringing people together around a mission that unites us, inspires action, and drives innovation across borders."

Making the Case for Global Investment

Convincing a board to allocate resources for international expansion requires a compelling business case that goes beyond potential profits. Leaders must:

-Highlight the mission-driven impact

-Set realistic expectations

-Demonstrate benefits and value

A Framework for Global Expansion

Associations need a clear framework to determine where to expand and how to allocate resources effectively.

Association executives should proactively guide their boards by presenting data-driven recommendations and outlining the potential impact of international expansion. This includes balancing immediate demands with the larger picture, ensuring that investments align with both short-term goals and the organization’s overarching mission.

Selecting the right international markets is a crucial step. This process involves evaluating key factors to ensure long-term success. 

Associations must assess revenue opportunities, such as the market's ability to support sponsorships, events, or certification programs that generate sustainable income. Additionally, understanding the strategic reach of a market is essential—identifying locations that can act as gateways to other regions and amplify the association's global presence. Careful analysis of these elements ensures that market entry decisions align with organizational goals and resources. 

“Seeking experienced guidance on the global landscape and building a strategy to pursue opportunities for future growth has been essential as the American Academy of Neurology works to be indispensable to our members, national and international, and promote brain health for all,” said American Academy of Neurology Chief Executive Officer Mary Post, MBA, CAE.

Local Presence

One of the most significant decisions in international expansion is whether to launch in-country offerings in the target market. While local presence can strengthen engagement, it requires a substantial investment of time, money, and staff resources.

"Building a global presence isn't easy and it takes time, money, and work, but if your members work in a global industry as ours do, it's necessary,” said Society of Actuaries Chief Executive Officer Greg Heidrich. “And, frankly, many of your members' employers are probably also either ‘global’ themselves, or building that presence too, so your efforts can dovetail nicely with those of employers in your space too and provide real value to them as well."

Local presence can build credibility, enhance member services, and foster stronger relationships with local stakeholders. It can also demonstrate commitment to the region and allow the organization to better adapt to local needs and culture, which can be powerful signals to potential members and partners.

Staffing and operating an international engagement can strain already limited resources, and that’s where organizations like Global Navigators with a growing team of experts in key international markets can help. 

To make the case to the board, association leaders must demonstrate how the investment helps achieve the mission. For example, while the financial return on investment may take time, the "return on mission"—advancing the association's goals and serving members worldwide—can be achieved more quickly.

Each group follows different frameworks, decisions, and structures, and no one group will approach global from the exact same perspective. The Global Navigators team understands the different nuances of the U.S. association market and can easily navigate around the needs and opportunities, and, more importantly, the barriers and obstacles that might stand in the way.

Global Navigators is a management consulting firm specializing in global strategy and growth with offices in the U.S., Spain and Brazil. We help you enter new international markets and expand existing operations by developing global engagement and growth strategies, analyzing needs and opportunities based on market and member research, building relations with partner organizations and corporate supporters to help facilitate growth, and implementing the strategy through meetings and events, chapter support and other in-country services.