Many U.S. associations look to Europe as a natural opportunity to expand their reach, revenue, and membership—and as a first attempt to go global. Yet the path to building a successful European presence involves much more than simply replicating your association’s U.S. playbook across the Atlantic.

It may sound obvious, but it’s essential to remember that Europe isn’t a single market; it encompasses 52 countries (with 27 in the European Union), each with its own distinct language, culture, and business practices. In addition, Europeans typically have a fundamentally different relationship with, and expectations of, associations than most Americans do.

As a native of the Netherlands, based in France and working in Belgium, I have seen a pattern of mistakes that are easy to make when associations aren’t aware of the mindset shift required to adapt offerings and approaches to the diverse needs of different European audiences.

Here are five of the most common potential pitfalls:

1. Not taking the long view. Treating a push for European expansion as a one-off event rather than developing a comprehensive strategy is a recipe for failure. Prepare your organization for the fact that this is a long game, not a quick win. Managing stakeholders’ expectations is essential. Early on, get buy-in from leadership for a long-term investment of time and resources—three to five years minimum—and identify clear champions to drive the initiative. Patience and perseverance will result in a more sustained effort and a stronger foundation for your association’s future.

2. Failing to localize appropriately. Copying and pasting your U.S.-focused offerings and communications simply won’t work with European audiences and markets. For example, one U.S. association’s marketing campaign in France faltered because they used direct translations of American marketing language. It turns out that the phrase “call to action” made little sense to French prospects. Perhaps worse, the association’s English-language emails weren’t reaching key decision-makers, who preferred communications in French even though they could attend an English-language event.

3. Not investing in boots on the ground. It’s one thing to research the language and business practices of a country from afar—but altogether another to understand the nuances of how people prefer to communicate and engage with associations and one another. That’s why engaging local experts is essential to ensure you’re proceeding in the most respectful, professional, and appealing way possible in your communications, infrastructure-building, and beyond. Does it require an additional level of investment? Absolutely. But the insider knowledge you’ll benefit from will pay dividends.

4. Assuming business is done the same as at home. Even the basic systems of business in Europe differ from those used in the U.S., requiring associations to adapt their business-critical platforms. For example, local payment preferences mean that many Europeans prefer to pay via bank transfers rather than credit cards. When scheduling conferences in Southern Europe, make sure to allow time for lunch, and don’t schedule any events in July or August. Ensure you have the capacity to deliver localized marketing, customer service, and operational support. Again, this is where it’s key to work with local experts who understand regional laws, culture, regulations, and business requirements.

5. Thinking programs will be plug-and-play. Europeans interact with associations differently than Americans do and have different expectations of their membership with organizations. Your first step should be to validate market demand. Research whether your offerings address a genuine need in specific European markets. Our company has observed that Europeans tend to be “service buyers” rather than “joiners.” They’re more interested in specific benefits that associations offer, such as certifications or educational offerings, rather than in membership for its own sake. Our client, a U.S.-based project management organization, offers an instructive case study here. In the early 2000s, they identified a gap in the European market: the absence of standardized project management certifications. Rather than leading with membership recruitment, they introduced their certification program first. Today, this organization has grown from a primarily U.S.-centric organization to one with over 700,000 members worldwide.

Your International Advantage

Associations that thrive internationally approach expansion with cultural awareness, do the necessary market customization, and commit to localized execution.

By avoiding common missteps, your association can build meaningful relationships with European professionals and successfully extend your mission and your impact across international borders.