Communicating Across Cultures
Communicating Across Cultures
Thank you for buying one of our books. We hope you'll find the book
interesting, and that it will help enhance your business relationships
when you are travelling abroad or working with other cultures at
home.
The Publishers
www.howtobooks.co.uk
Contents
Index 243
About the Authors
www.4CInternational.com
Preface
Own assumptions
Are you an action-oriented communicator? Do you expect
your listeners to understand-agree-act? Do you expect
them to signal that they are doing so? Be aware that
people from some countries (a) do not communicate that
way, and (b) might dislike being expected to respond like
that. Think about how you'd react to an untalented
comedian (or an acquaintance who cannot tell a joke)
digging you in the ribs all evening and expecting you to
laugh at a succession of execrable stories or jokes. That's
why we should avoid imposing our expectations on
others, and listen/watch for their way of responding.
Invisible differences
Good manners mayprevent others from letting you know
when you have transgressed, so it's not always easy to
recognise when you are on the wrong track. A good
approach is to adopt an attitude of wanting to learn about
another person's cultural expectations, and ask. For
example, if you are having a meal together and you are
served something that could be eaten with the fingers, ask
what is normal in the other person's country. Always be
sensitive to 'seniority', which could be based on age,
L status or gender, and observe basic courtesy, such as not
F interrupting when they are in mid sentence. Equally, be
prepared to accept their deference if you are the senior
person.
Welcome change
|_ You need to be prepared to set aside your habitual way of
- doing or saying things, and look for the advantages of
i | emulating the style of the other person. Perhaps he
talks
;
= with his hands - does that add meaning to what he is
saying? Perhaps he doesn't say 'please' or 'thank you' as
often as you do - but is that rudeness on his part, or is he
I demonstrating that he feels comfortable and familiar with
| you, as a member of your family might do?
:
Consider alternatives
The communication process involves much more than
language alone. In the give and take of a dialogue, there
are expectations on both sides, some of which are met,
others not. For example, it may be your style to settle
things over the telephone, but the other person may be
used to agreeing things in writing. You may be used to
making decisions unilaterally, whereas he may be a
committee man. When judo was introduced into Britain,
initially it awarded only white belts (for novices) and
black belts (for masters). However, the British required
intermediate grades to mark their progress, so other
coloured belts were introduced. The question to ask
yourself is, 'What will get the result I want?' Be pragmatic
and do what works.
Non-verbal cues
Each nation has its own communication style. The British
consider it impolite to interrupt, while the Latins
interrupt all the time. In contrast, Orientals pause
before responding, not because they have reservations
about what has been said but because they wish to
consider it properly. Similarly, vocal tone and volume
should be adjusted to suit the norms of the people you are
talking to. Also, you should look for signs of discomfort
(such as turning the body away from you) and 'project'
less when that happens. Pay particular attention to the
way in which an Oriental says 'Yes' - they find it hard to
say 'No' and will often say 'Yes' even when it is hard for
them to deliver. Avoid eye contact in the Far East, and do
not reach out to help an Arab lady out of the car.
'Face'
This is one of the least understood concepts. In simple
terms, you should always avoid making the other person
feel uncomfortable, especially in front of others. Some-
times, 'face' is affected as a knock-on consequence of your
decision to alter your status. In a hierarchical society, if
you are the boss you are expected to have certain symbols
of your status, such as a posh car, because everyone below
your rank would have to have something less. If you
choose to have a modest car, for example, you would
cause your subordinates to lose face by having even more
modest cars. Causing someone to lose face is the ultimate
insult. The Japanese, for example, cannot understand
colloquial English spoken at normal pace, and may
therefore indulge in elaborate responses to save face -
but you will not get the result you may have been
expecting.
Listen
Hearing is not the same as listening. You need to listen,
not only for what is being said, but for what lies behind
what is being said. Listen for the clues in the speech
pattern, in particular for how direct the other person is.
Some people freely criticise ideas, in the belief that they
are not attacking the individual personally. Others take all
criticisms personally. Some cultures (e.g. northern Eur-
opean) communicate the salient facts. Others (e.g. Italian)
value the process of communication more as a means of
connecting the emotions, confirming status and reinfor-
cing relationships. Others (e.g. Japanese) seek to promote
harmony. What can you hear?
Of course, the East has long been part of the British scene,
with curry now the most popular dish in restaurants and
take-aways. Yet, amazingly for a nation that only recently
relinquished a vast empire, and which has adopted a
sizeable number of Indian words into the language, Britain
remains largely ignorant of eastern ways. In London, the
Sikhs in Southall, the Bengalis in Brick Lane and the
Hindus in Harrow have clustered together like the Arabs of
Marble Arch, in a sort of reverse colonisation, forming
communities that are distinct from the host community.
* attitude to time
* focus on objective
* respect
seniority
politeness
* personal space
hospitality
* importance of family
* individual or community.
Time keeping
If you issue an invitation for dinner in different countries,
you will have totally different experiences. Suppose your
invitation is for 7.00 pm. This is when you might expect
your guests to arrive in different countries:
Germany 7.00
US Midwest 6.55
Japan 6.00
UK 7.15
Norway 7.00-7.15
Italy 8.00
Greece 8.00 - 10.00
Spain 10.30
India 8.00 - 9.00
Agreements
The westerner, and especially the northern European,
expects an agreement to be honoured, and takes a dim
view of any deviation from it. Easterners are more flexible
and tolerant. This is due to a difference in their
expectations. The western view is that an agreement is
as absolute as it can be, imposing a duty on both parties
to deliver, or negotiate an acceptable variation. Easterners
regard agreements as expressions of a willingness to try. If
circumstances change, making it difficult or impossible to
deliver, they may not even try, because the cosmic forces
that brought about the change are greater than the
expectations of the other party to the agreement.
Humour
Many westerners (and probably all Americans) seem to
believe that speeches and presentations need the launch
pad of humour. Yet there are some nations that dislike
and look down on attempts to make a business audience
laugh. With such audiences, if you open with a joke you
will close their minds. They will take it as an insult.
Japanese audiences expect you to treat them with respect,
even telling them why you respect them so much. An
opening apology is much more acceptable.
thrift
persistence and perseverance
having a sense of shame
having few desires
moderation and following the middle way
adaptability
prudence (carefulness)
tolerance of others
harmony with others
non-competitiveness
* trustworthiness
contentment with one's position in life
solidarity with others
being conservative
chastity in women
* patriotism
patience
* courtesy
kindness (forgiveness, compassion).
RULES
Broadly, there are two approaches to rules - standardised
and elitist.
DIFFERENT DISCIPLINES
The French create countless rules and regulations - and
spend their time trying to find ways around them. Others
call them arrogant because they follow the rules only
when it suits them, while insisting that everyone else
should remain bound by them. Greeks are infamous in the
EU for never obeying the directives! The French and the
Greeks are clearly elitist in one sense, the Germans in
another. They love orderliness, clear instruction, and
efficiency, but are noted for solving problems by
promulgating regulations. In effect, they are saying: We
know best. As mentioned above, Americans believe that
regulatory laws are instruments to be used and manipu-
lated to solve problems. Hispanics view law as an
expression of the ideal, almost a work of art, which may
be admired and appreciated but which does not
necessarily apply to them personally.
LEADERSHIP
There are a number of well known patterns of leadership,
each reflecting the culture of its adherents. Two group-
ings, in particular, exemplify the East-West divide:
STATUS
* Achieved. This orientation is characteristic of western
cultures, reflecting the drive to better ourselves and
gain the recognition we have earned.
Ascribed. In other, older types of societies, who you
are is important, not whether you are any good at the
job. It applies widely in the Middle East, Asia, Latin
America. Even France has a penchant for this
orientation - people from les Grandes Ecoles are
probably even more snobbish than Old Etonians or
Oxbridge graduates ever were.
It is said that this attitude exists also in Argentina,
combined with the 'know your place' set of values. The
effect is to inhibit initiative and block the emergence of
new talent, because those in authority seek to accumulate
rather than delegate power, and value social status more
than achievement.
RISK/UNCERTAINTY
Inelastic. Some nations don't like change and uncer-
tainty. They dislike taking risks. For them, traditions
and customs reduce the uncertainty in life. Greece,
Portugal, Belgium and many Latin American coun-
tries are this way. France cherishes its bureaucracies.
Unless you can show them a negligible downside,
negotiations can drag on forever.
Elastic. Britain, the celebrated nation of shopkeepers,
is full of risk takers who can live with uncertainty.
They can be flexible and manage by trial and error.
Americans thrive even more on trial and error. For
them there's always a new and better way of doing
things. Flexibility and adaptability have become high
priorities in Italy and Spain to bring about better
economic performance. Such nations respond well to
new and exciting ideas. It is no accident that Finland is
so advanced in its use of new technology: their nation's
motto seems to be 'there's always a better way'.
PRIVACY
Open. We Brits readily share information about
ourselves to others. We are like an open book, and
appear informal and extrovert, although there is a
closed door not far below the surface. Americans seem
even more open. However, this is because their
mobility creates a need to form fast but short-lived
relationships, with many acquaintances but few deep
friendships.
* Closed. Many European peoples are introverted,
formal and difficult to know. They can seem very
evasive. Yet, over time they develop strong, intimate
relationships and their friends are embraced within a
wider family. They are suspicious of any get-in-quick
approach, and resent forced familiarity, uninvited use
of first names and intrusion into their personal space
bubble.
ACHIEVEMENT
America (and nations that follow the US example) rate
personal achievement very highly. Rags-to-riches stories
have great currency there, with the emphasis on happy
endings and rewards for achievement. It's a positive,
optimistic outlook, often described as a 'can do' attitude.
It's egalitarian, with an emphasis on self-help and applied
knowledge.
HISTORICAL
One important consideration, in understanding East-
West attitudes is the colonial legacy. Former colonies in
Africa, Asia and the Caribbean have a certain ambiva-
lence: they resent their former colonial masters while
cherishing their western ways. For example, they might be
proud of their command of English (and possibly their
English accent too) while being quick to resent any
implication that they should be subservient to the 'mother
country'.
VALUE-SETS
Peter Cochrane (previously head of BT's innovation
centre) said the difference between East and West is
noticed when you relate your values. His values are:
* first, wife
then family,
* eventually ending with contribution to the betterment
of the UK.
GENDER ISSUES
In Muslim countries there is a strict allocation of space to
each sex. Public places are for men only - if women enter
(e.g. go out in the street) they are trespassing on male
territory. Women are restricted to a few locations and
must wear a veil. In effect, it means that the woman is
present in the man's world, but invisible, because she has
no right to be in the street.
EQUALITY ISSUES
Inequality exists everywhere. Many emerging nations
have a rich elite who have the education, the farms and
factories. Some nations discriminate against women.
Others look down on minorities on the grounds of their
skin colour, race or religion. In his Gettysburg Address,
Abraham Lincoln may have said that all men are equal,
but in practice it ain't necessarily so. Such attitudes of
discrimination will colour the way people negotiate or
respond to business approaches from foreigners who
resemble the minority they habitually discriminate against
at home.
LEGAL SYSTEMS
Even legal systems are different. In some countries you are
presumed innocent until proven guilty, while in others the
reverse applies. Unlike England, Scotland has a 'not
proven' verdict. Plane spotters in Greece can find
themselves charged with espionage and thrown in jail.
Holidaymakers who become drunk and disorderly in
other countries could find themselves in far greater
trouble than they ever imagined. The European Union
may have sought to create a uniform Europe, but it has
not yet eliminated these variations in practices. Brussels
may decree all it likes, but local culture will prevail for
many years to come.
1. catch up
2. relating
3. shock
4. understanding
5. progress.
VIRTUOUS SPIRAL
This provides the insight to fit in, and it works something
like this:
Cultural
sens ivit
Respect * V
Cultural 'Aha!' (Know their ways
testina what to d0
That's ' not me'
^^^X
f
Receive **
// ^
Modify positive
behaviour reaction
OCCURS
Virtuous Spiral
Chiang arrived in London from Singapore and contacted
an English family he had met back home. They invited
him to join them for tea at a well-known hotel in central
London, and he made a point of arriving exactly at 3.30 in
the afternoon. His hosts introduced him to a couple of
their friends, then ordered tea with cucumber sandwiches
and cakes, and the conversation revolved around family
and friends, until the food and tea arrived. Chiang was
astute enough to wait and watch, before helping himself,
and he noticed that the English took a small cake or
sandwich and placed it on the small plate in front of them,
leaving it there for a short while before starting to eat it.
Chiang's Chinese way would have been to take a cake or
sandwich from the central plate and eat it immediately.
He said to himself, 'This is different. It's not how the
Chinese eat.' (Not like us.)
VICIOUS SPIRAL
The vicious spiral produces bruising, and it can create a
block to fitting in, by causing a person to revert to his/her
own way of doing things. It might work like this:
Avoidance
Understanding
breakdown
Receive
negative
reaction
React
own way ,. PJ ., ,
Withdrawal
(refusal to
understand
>
EVENT
OCCURS
Vicious Spiral
One Scandinavian member of the diplomatic service who
was temporarily posted to Malawi was almost immedi-
ately at odds with the Africans. Punctuality was one of his
fixations. The Malawians had quite a different sense of
timekeeping. The Scandinavian became impatient with
them and commented crossly whenever the Africans were
late. He expected them to fit in with his sense of timing,
and considered them lazy and inefficient for not being
punctual.
Understanding Catch up
Progress
S
Shock | Relating
It's much worse than if you had never met socially, isn't
it? Because now you will lose face. Of course, it could be
that your celebrity friend will think no less of you than
before, but the change will be in your own mind. You will
feel that things have changed, and that they may never be
the same again.
In this case, the 'Yes' did mean 'Yes', but it should have
meant 'No' - or at least 'Maybe'. But it arose from the
same mindset that would have prevented the Indian
copywriter from refusing a request for something
unreasonable. He would have taken on the responsibility
for the situation so as not to embarrass the other person.
He did not have the brutality or self-centredness to say, in
effect, 'It's your problem.'
The sad fact is that the English speakers of this world are
the worst at adapting their communication to meet the
expectations of people from a foreign land. We are very
poor at cross-cultural understanding. We think that,
because everyone speaks English, they understand what
we say. It isn't so.
IT'S NOT ENOUGH TO TRANSLATE THE WORDS ALONE
When we translate the words alone, our communication
misses the mark. Different nations have very different
attitudes, cultures and behavioural norms. For example,
'The American Way' is not universally acceptable,
whatever the residents of the USA may think. And
remember how Debbie discovered that manana doesn't
mean 'tomorrow', but 'not today'. Equally, the British
stiff upper lip is more mocked than mimicked in many
countries. So we need to be sensitive to other cultures and
reframe our messages to suit our listeners.
Accents
Regional accents make it harder for foreigners to under-
stand you. Even Americans find it difficult to cope with
any noticeable English accent. We, in turn, can miss large
chunks of Hollywood film dialogue until our ears
becomes attuned to the rhythm and pronunciation of a
non-standard American voice.
Colloquialisms
In Britain, we pepper our speech with such terms as
'gobsmacked', 'griping', 'I was crackers', 'I turned
around and said', 'give and take'. They only baffle a
foreigner. Remember that 'Out of sight, out of mind' was
once translated into Russian as 'Blind idiot'.
Metaphors
Another cause of confusion is the use of metaphors and
similes, such as 'It's not rocket science' and 'Their eyes
were out on stalks'. Word pictures are good, but standard
English metaphors do not always travel well.
Modifying or qualifying
By adding words like 'quite' and 'rather', the English
make it hard for foreigners who do not understand the
shades of meaning they are intended to convey. Not only
that, some words are used to mean very different things in
different contexts. 'I did quite well' is a modest way of
saying 'I did very well', whereas 'I quite liked the film'
means it was only moderately pleasing.
Non-universal vocabulary
Apart from jargon and pretentiously long words, confu-
sion can arise over such phrases as this extract from an
article in The Times: 'Beckham... can get away with
clunking pectoral crosses (and) incorporate a medallion
into (his) manly apparatus.'
Excessive politeness
Most people with even a smattering of English will
understand 'toilet' but not euphemisms like 'washroom'
or 'little boy's room'. Other typical English phrases to
avoid are 'I wonder if you'd mind...' and 'Would you like
to...'. They have no direct equivalent in other languages,
and only muddy your meaning.
'We are all leaders. Each one of us is setting an example for someone
else, and each one of us has a responsibility to shape the future as we
wish it to be.'
(A Higher Standard of Leadership: Lessons from the Life of
Gandhi)
It helps us to understand other cultures when we see how they process information
and express their thoughts in English, a language that is very different from
many others. For example, the standard English construction is Subject - Verb -
Object. I need it. The French, on the other hand, might say, J'en ai besoin (I of it
have need). It's a very different way of developing their communication. Such
differences are more than structural. They reflect mental processes that are quite
dissimilar. These differences are even more marked in the idiomatic language,
so that direct translations seldom work. We will better understand how other
nations think if we
examine the way they use language (remember the example of 'Out of
sight, out of mind' being translated into Russian as 'Blind idiot'?)
To do business in the global village, we must have the ;-vision and the
flexibility to expect and cope with cultural i
diversity. In our experience of working in a number of ]
i=countries, East and
West, the greatest obstacle is not the j_
lack of a common verbal vocabulary, but rather a f reluctance or
unwillingness to meet the other person k halfway. Companies set on
global expansion will be |i inhibited, and even blocked, if their own
people are | locked into parochial mindsets. If people believe that only =
their way is best, if they cannot or will not see merit in diversity, their
horizons will remain low, and they will not be able to construct working
alliances with those from other cultures. It is preferable to build on what
exists, than to force-feed a foreign process.
So let us turn our attention to the seven areas in which poor or mis-
communication can undermine a company's international aims. We call
them the seven danger points:
1. international meetings
2. international negotiations
3. contracts
4. managing across cultures
5. selling on an international stage
6. living in a politically incorrect world
7. how things get done (bribery and corruption).
These are danger points because they are the areas in
which significant communication takes place, and in which cultural
insensitivity can ruin the relationship.
This section will inevitably overlap some of the subject matter of earlier chapters,
so that you do not have to constantly refer back to those chapters. In a way, this
section aims to take you to the next step, which is to consider how to apply your
understanding of cultural differences and their impact on business
communication.
INTERNATIONAL MEETINGS
'The hardest thing to get in Europe is simplicity, people saying
what they think and feel, openly and directly. It never happens.'
(Stuart Miller, Understanding Europeans)
More and more people in all functions and at all levels of organisations are
working with foreign colleagues. It is a serious mistake to assume that because we
have common interests with other nationalities (and we are speaking a common
language - English) we have common ways of achieving our goals. Even among
our closest neighbours there are major differences in the way business is
conducted and these differences particularly show up during meetings.
Rather than give you stereotypical information on how the French behave,
what the Americans will do, or when the Mexicans will turn up, we have
collated a checklist of cultural differences for you to consider. Decide what is
'normal' for you, then recognise that your foreign counterparts might think
all the other items are normal for them.
Seating arrangements
Seating arrangements can make or break a relationship so be careful to prepare
properly and do your homework on the cultures you may be hosting. When
visiting someone else, be aware that hierarchy systems are often in place, so wait to
be shown to your seat. In the Far East, the most senior person sits farthest from
the door (often facing it).
Cross-cultural noise
In the UK and the US meetings always start with a little small talk. Business people
in Europe and Latin America pride themselves on their eloquence and erudition;
topics such as philosophy, art, literature, and history will be interwoven with
business talk. The French like politics, whilst the Finns are very educated and
take a great interest in economics and world affairs - but in business get straight
to the point! Old communist block countries still refer to the 'intelligentsia'.
As you would expect, United Nations debates reflect the variations mentioned
above. The 'Anglo Saxons' want to get on with the action and cannot bear all
the wrangling over the precise wording of resolutions and other agenda items.
Latin nations, and even the Russians, on the other hand, consider it vital to
define what has to be discussed
before embarking on the debate.
Ii
Don't be surprised if the minutes of your meeting don't i turn up for nearly a
year if you are not responsible for j them. A diplomatic acquaintance of ours
told us about j her time in Nicaragua; over a period of about three years | her
organisation was always chasing the Nicaraguans for minutes of their meetings
until a point was reached when they began to arrive with the minutes already
written!
INTERNATIONAL NEGOTIATIONS
'... domestic business dealings probably have ;
about the same relationship to international I
business as domestic politics do to interna- ;
tional diplomacy.'
(Jeswald Salacluse,
Making Deals in Strange Places; A Beginner's Guide to International
Business Negotiations)
Cultural overview
1. The Japanese view the purpose of negotiations as the
creation of a relationship between two parties; the
contract is a written reflection of that.
2. The Americans aim to create binding, specific rights
and obligations; the written contract details these.
3. The African view is satisfaction, not of the end result,
but of the participation; the contract is no more than
the start of a relationship with no promises attached.
4. The Latins view negotiations as a chance to win
something; the written contract outlines everybody's
obligations in an ideal world (but the world isn't
ideal!).
5. The Middle East sees the contract as the first step in
the negotiation process.
6. The Russians won't renegotiate once a contract is
signed.
International negotiation tips
1. Aim to build trust and take time building a relationship.
2. Remember, the more you push the longer things will
take in many countries.
3. English language directness can appear very hostile to
some cultures.
:
4. Win-win is an unknown concept for many cultures.
5. 'Horse-trading' is about finding the optimal compro- :
mise to a shared goal. Allow lots of space to =
manoeuvre and horse-trade. I
6. Some cultures believe a compromise is morally j
incorrect. I
7. Be an active listener - use your ears and eyes! j
8. Be prepared to 'shame' your counterpart and be j
shamed over any inconsistencies. j
9. Use emotional appeal to pride and trust, not just logic
and reasoning.
10. Treat the negotiation as a process not an event.
In some cultures a woman is expected to acquiesce rather than be assertive, and this
will determine how an assertive woman is initially received in any negotiation.
However, research shows that if the negotiation is run effectively, these initial
traditional expectations can be set aside. Success depends on how well the
woman understands those expectations and modifies her style to fit in. She may
need to appear a little subservient at first.
CONTRACTS
'Written contract, keiyaka, are not as common in Japan as
they are in the West,
and even those contracts in Japan that are concluded in writing are
not expected to be any more binding because of it.. .To the
Japanese a relationship is what holds agreements together.'
(William Bohnaker, The Hollow Doll)
The 'western'approach
* Written legal contract.
* Precise statement.
* Stipulates responsibilities and actions of all parties.
Specifies deadlines to be adhered to.
* Non-negotiable.
* Implementation of contract to be followed through
exactly as stated.
* Disputes are subject to legal interpretation of con
tractual arrangements.
* Contracts are made with organisations as a whole, not
with individuals.
The thinking of other cultures
* The handshake speaks louder than any written
document.
My word is my bond: a formal contract implies a mutual lack of
honour/trust.
# This signifies an intent to do business, no more than
that.
The relationship can now start.
Now we have a contract we can start negotiating for better terms.
If circumstances change, and my obligations cannot be met; it is all right if my
end of the deal changes.
Disputes are subject to an emotional appeal to pride and honour.
The man who signed the original agreement has left the organisation so the
contract must be renegotiated.
If you believe in that last statement, you belong to the minority group of
people who treat employees as innovative, creative individuals who can
contribute directly to the goals of your organisation. You probably believe
good training and empowerment help them to make better choices than you,
because they work at the 'coalface'.
For other cultures, empowerment cannot exist; not because people are
less talented, but because their ideology doesn't permit them to use their
own initiative. The boss is there to make decisions.
Reward systems
American society and most Northern European societies have an all-
pervading emphasis on achievement and the rewards that go with it. You are
paid and recognised for your competence.
* Rewards are based on loyalty, how close you can
become to the 'head' of the group - affiliations -
personal security, financial well-being and prestige
closely linked to group membership.
* Age and seniority count the most.
Project management
This can be an area of great tension. Different cultures, different values, different
norms, all coming together (and not behaving as expected) can create havoc and
bad feeling. A few years back, the Germans and Americans were working jointly
on the space programme. The Germans became increasingly frustrated at the
number of meetings called by the Americans. As the Germans said, 'We were
there at the first meetings, we know what we need to achieve, we've planned
carefully for all contingencies, we're perfectionists, and do a good job efficiently
and on time. Now please leave us alone to get on with it!' However, (to the
Germans) the American attitude to the project was like 'have-a-go-heroes'; they
just got cracking believing they could learn from their mistakes along the way.
So, the purpose of the meetings was to keep on track, to share lessons learned,
and for constant recalibration.
Do you remember how we used to feel about the double-glazing salesman? Rude,
ill-educated, limited conversation with few social skills.. .Unfortunately, a sad
fact is that when we are trying to sell abroad that is the image we project. In
Britain, we might like to get down to business and focus on the outcome, but 90%
of the world does not do business in this manner.
If you don't know how to manage relationships, you'll fail in most environments
outside the English-speaking countries and Northern Europe. Relationships
are the key: in some countries it is relationships with local officials and
government; in others it is sensitivity to the importance of the family which
counts.
The greatest complaint against American salesmen is that they seem very one-
dimensional; focused only on the sale, and lacking worldly sophistication and
finesse. They appear just like the cowboys in the movies who barge in shooting
from the hip. As an Asian student of Deborah's remarked about one encounter
with an American: 'All I wanted to say to this guy was "Listen to me. Listen
instead of selling!"'
There are countless stories of Americans flying down to South America in the
morning, trying to fix a deal and then flying back the same day. This approach to
business just won't work! One Norwegian firm we know secured a huge
deal over there, although their price was more expensive than the Americans. And
the reason why? The Norwegians had planned to stay for a whole week and during
their first meeting they did not talk about business. Our Norwegian colleagues had
done their homework - they understood the need to develop a relationship built on
trust and respect. They were viewed as taking the deal more seriously and
respectfully than their American competitors.
An English friend told us how he lost out in a sale to a Swedish firm. The salesman
of the competing British firm had taken along sandwiches in his briefcase so that
when it came to lunchtime he could participate in the Swedish lunch ritual of eating
sandwiches at the desk. Clearly the Swedish purchasing manager felt he shared
something in common with the salesman, which created a bond between them.
The key to successful selling abroad is creating a bond at the outset. We need to
be far more concerned with relationship selling than we are in our own country.
However, relationships is just one area of difference. It's not only how we sell but
what we sell. The Americans and Anglos sell the benefit of a product. The
Nordics and Germans sell the substance and quality of the product and
I
are aghast when we don't want to buy: Why wouldn't we ' want to buy such a
quality product? The following story ! highlights the differences in approach.
The process for Deborah was that she needed to decide ! for herself which
pieces interested her, and then have her \ interest reinforced by details of
quality and the skill of the craftsman, eventually arriving at a decision which
to buy. I This is a very British/American buying process - we buy 1 on
emotion and justify with fact, and our sales training techniques are based on
this. Incidentally, Deborah left the shop without purchasing anything, as she
wasn't given the space to form any emotional bond with the items - her buying
process was interrupted.
j
t In British
corporate business the buying process is
simplistic. If I have a good product and want to sell it to your firm, all I
need do is convince the procurement manager that it's the best thing since
sliced bread, and he'll take the responsibility to buy it or not. In the Far
East the buying process is very complex. Patience,
tolerance and sensitivity to others are absolute essentials. In China there is a
system called guanxi. Guanxi is a trusted circle of people you know and with
whom you have a relationship. No one does business outside of their guanxi. As a
foreigner you need to develop a relationship with someone to have access to that
circle of people; it takes a long time. However, this is real networking.
In Japan there is the famous Ringey sho process. The relationship you build up
with your circle is based on trust at the Wa level; this is called Nemawashi. It is a
process of informal consensus building based upon relationship and trust. When
selling in Japan, because of Nemawashi and Wa, the buyer needs to share the
information with his colleague, who shares it with his colleague, and so on until
the whole process has been completed. The approval process is called Ringey.
Ringey sho is a formal stamp of approval that goes on everything.
What is it?
Can you find reasons to justify it? Where do you think the money/gifts
go? Why could people from a 'corrupt' society be suspicious of you?
Deborah and her husband visited Russia and were waved through the
customs gate, even though most others were being stopped to have their
customs declaration stamped.
When they came to leave Russia at the end of their stay, a customs official looked
at their customs declaration (unstamped) and said he would have to confiscate
their foreign currency and jewellery. When they protested that they had been
waved through on arrival, and that the cash and jewellery had been brought into
Russia from England, he just shrugged and kept repeating, 'It's your problem'.
This went on for several minutes, with mounting frustration on both sides.
Finally, the Russian official decided to take direct action to resolve the situation.
He asked for their dollars, removed $80 and handed the rest back. Only then did
Deborah and her husband realise that, when the official said, 'It's your problem'
he was expecting to be asked, What do we have to do to solve it?' His choice
of language provided the prompt, but it could only work with people who knew
the system.
Phillip realised that the expected response would have been 'But you won't, will
you?' as he handed over his driving licence, having first inserted a bribe into its
folds. Instead, he asked for a receipt so that he could reclaim the
=
fine from the car rental company. In conversation, the ]
policeman then made it clear that they would stop any car '~-
driven by a foreigner and look for any excuse to issue a ' -
fine, as a means of raising funds for the police, or' =
attracting a bribe (for the individual policeman).
Both the Malawian policeman and the Russian customs = official were using
their positions to add to their personal funds. In other poor countries, officials of
all kinds charge ! 'fees' for doing their jobs, often with the knowledge and i |
connivance of their employers or their government 1 departments. By the
standards of some in the West, this would amount to corruption. However,
one oriental explained it like this: 'Those countries cannot afford to pay their
officials well enough, so they allow them to charge end-users of their
services. It is done unofficially, and in addition to any official fee that may be
involved. How is that different from tipping waiters in a restaurant? Owners of
restaurants get away with paying their staff low
wages, knowing that they will get tips.'
i
im
Clearly, what is considered corruption in one context is I=
perfectly acceptable in another. It is therefore wise to "~
withhold judgement, recognise that business practices \ I
vary around the world, and take a pragmatic approach.
The Ten Best Tips for Doing Business
Around the World
7 am often tired of myself and have a notion that by travel I can add to
my personality and so change myself a little. I do not bring back from a
journey quite the same self that I took.'
(Somerset Maugham, The Gentleman in the Parlour)
Note: public holidays are approximate dates and should be treated only as a
guide.
AFRICA
A huge continent with a great cultural mix; generalisations would be too
sweeping to be of any value. However, be aware that a colonial past has
influenced many countries in the manner of conducting business and decisions
making, and forming their attitudes. The main colonists were the British, Dutch,
French and Portuguese. Resurgent African traditions, old world ways, and newly
found independence are creating new and exciting business cultures. The
overriding criterion for successful business transactions is a well-founded
relationship. Commissions, tipping and 'oiling the wheels' are common
practices in most parts.
Egypt
1. Payment is expected for everything; even when some
one wishes you a 'Good day'.
2. Remember any favours that you have received, and
always be ready to repay in kind or deed.
3. They are a very loving and caring people; but they "
expect something for that.
4. There is never a direct route for anything in Egypt; -
everything will go through lots of pairs of hands.
5. Bureaucracy and networks gone mad!
6. Language is very indirect; be wary of the real meaning
of their 'Yes'.
7. Showing anger and frustration won't get you any- ~
where.
8. Punctuality is not part of the culture.
9. Don't expect reliability or dependability.
10. Don't be taken in when someone says, 'Trust me' or
'Believe me'. Language and emotions are tools to
persuade and influence people; to win the argument.
(Said by an Egyptian lawyer!)
11. Don't trust anyone unless it is written down and been :
signed. Any document, business or official, must bear
the rubber stamp of a falcon upon it to be valid.
Public holidays
February 11 Waqf el Arafat
February 12 Eid Al Adha
March 5 Islamic New Year
March/April Easter Monday
April 25 Sinai Liberation Day
May (variable) Prophet's Birthday
May 1 Labour Day
June 18 Evacuation Day
July 23 Revolution Day
October 6 Armed Forces Day
October 24 Suez Victory Day
November 25 Eve of Eid Al Fitr
November 26 Eid Al Fitr
December 23 Victory Day
Weekend Thursday/Friday or Friday/Saturday
Business hours 8.00-2.00 (summer); 9.00-1.00 and then 5.00-7.00
(winter)
Kenya
1. There is a strong British influence on formality and
manners, though Kenyans are humorous, casual, and
seemingly carefree.
2. Contacts are all important here. Build a network of
references and personal relationships through organi
sations like the Rotary Club, Lions Club, and
Chambers of Commerce.
3. Your Kenyan colleague will want to get to know you.
The first meeting will be nearly all small talk and little
business. Take your cues from your counterpart.
4. Be patient. Everything happens in its own time.
5. Know people's rank and title. The boss is the boss
here and decision-making is largely carried out by a
few top executives.
6. Personal calls and visits are expected in carrying out
negotiations.
7. Eloquent correspondence and flowery phrases are the
essence of the game. Being succinct can be seen as
curt. Documentation is hugely important.
8. Don't expect people to act on their own initiative;
they'll be waiting for an OK from the boss.
9. Don't think everyone is always arguing; loud, opes
and direct communication is accepted if it is good- ;
hearted. j
10. Don't expect things to be right first time. i
Public holidays
m
January 1 New Year's Day
March/April Good Friday (date changes every ;
year) I
March/April Easter Monday I
May 1 Labour Day I
June 1 Madaraka Day
October 10 Moi Day
October 20 Kenyatta Forces Day
December 6 Eid Al Fitr
December 12 /aw/zMn'/Independence Day
December 25 Christmas Day
December 26 Public Holiday ]
Weekend Saturday, Sunday
Business hours 8.00-5.00
Mozambique !
1. Official procedures and business practices are still very
Portuguese.
2. Formality and respect for elders is important. Ensure
sensitivity and respect for status (at all levels).
3. Relaxed business atmosphere, where time is a plentiful I
commodity.
4. Very hierarchical structures. You need to determine
who is the key decision-maker.
5. Everything needs a 'stamp of approval'.
6. Decision-making process takes a very long time.
7 Translate all documents into Portuguese.
8. Don't get frustrated by all the bureaucracy - that's
their way.
9. Don't try to hurry things along, you will damage your
deal and the relationship.
10. Don't use first names unless invited to do so.
Public holidays
January 1 New Year's Day
February 3 Heroes' Day
February 3 Women's Day
May 1 Labour Day
June 25 Independence Day
September 7 Victory Day
September 25 Armed Forces Day
November 10 Maputo City Day (Maputo only)
December 25 Family Day
Weekend Sunday
Business hours 8.00-4.30
Nigeria
1. Two distinctive ethnic groups mean you have to deal
very differently with each culture. Christian Ibos in
the south (risk takers/entrepreneurs) and Muslim
Hausas in the North (formal, traditional, conserva
tive, uncomfortable with risk-taking).
2. Middlemen are the key to successful business dealing.
3. Experience, educational credentials and age are
important in establishing credibility. Take care -
inspect qualifications and backgrounds of prospective
partners carefully!
4. Trust is important. Rapport is valued over price,
quality or other issues.
5. Verbal agreements are preferred. Follow-up in writ
ing, but remember that flexibility is expected dealings.
6. Small talk is considered part of the greeting process.
7. Dash, is the name for the 'facilitation fee', that is
commonplace, although officially discouraged.
8. Don't send young people to do business; age is highly
respected (and associated with wisdom). You will send
out a signal that the business deal isn't important
enough for the elders to join in. Males are generally
preferred.
9. Don't attempt to conduct business by telephone or by
mail; significant business transactions are always
conducted in person, otherwise you may be signalling
that the business is not very important.
10. Don't be put off by seemingly heated negotiations;
open and direct communication encourages hard ;
bargaining in this part of the world. i
Public holidays
January 1 New Year's Day
February 23 Eid Al Adha
March/April Good Friday/Sunday/Easter Monday
(date changes every year)
May 1 Labour Day
May (variable) Prophet's Birthday
April 24 National Day
November Start of Ramadan (not a holiday)
(date changes every year)
December 6 Eid Al Fitr
December 25 Christmas Day
December 26 Boxing Day
Weekend Saturday afternoon, Sunday
Business hours 8.00-12.30 and then 2.00-4.30
Senegal
1. Establish personal relationships with business collea
gues. Trust and contacts are the keys to doing business
here. Personal visits are warmly welcomed and the
most efficient way to do business.
2. Know people's status and title.
3. Meetings are formal. Business is often conducted in
either French or English. Muslims pray five times a
day, so your meeting might have to be halted.
4. Communication is very indirect; don't be confronta
tional. Don't ask questions that require a 'Yes' or
'No' answer. They will tell you what they think you
want to hear.
5. Be patient. Time has no price tag over here. However,
punctuality is respected by people who are used to
doing business internationally.
6. Business cards are both presented and received with
the right hand. Avoid the use of your left hand.
7. Women do hold important positions in organisations,
so a foreign women doing business is acceptable.
8. Don't expect things to be right first time.
9. Don't display irritation, anger or aggression. Main
tain your composure at all times.
10. Don't put anyone in a position where they lose may
face. Politeness is essential in greetings. Physical
contact is important.
Public holidays
January 1 New Year's Day
April 4 Independence Day (parades and
canoe races)
February 23 Tabaski (Bid Al Adha)
March 15 Tamxarit (Islamic New Year)
March/April Easter Sunday/Easter Monday (date
changes every year)
May 1 Labour Day (parades)
Ascension Day Sixth Thursday after Easter
Pentecost or
Whit Sunday Seventh Sunday after Easter
Pentecost or
Whit Monday Seventh Monday after Easter
May (variable) Prophet's Birthday
August 15 Assumption Day
November 1 All Souls' Day
November Start of Ramadan (not a holiday)
December 6 Korite (Bid Al Fitr)
December 25 Christmas Day
Other observances:
February 11 Carnival in Dakar
December 4 Carnival in St Louis (floats, paper
and wooden lanterns)
Weekend Sunday
Business hours 9.00-1.00 and then 4.00-7.00
South Africa
1. Be prepared for bureaucratic delays and red tape.
2. Social status and qualifications are admired, but at
work merit matters more than who you know.
3. Use both English and Afrikaans for promotional
materials. Use English for transactions.
4. The importance, size, and stage of your business
dealings dictate what level of seniority attends the
meetings.
5. Present the benefits of any deal for both sides before
you start the negotiations.
6. Take the time to make friends with your counterparts.
Socialising before and after meetings is an important
part of the business mix.
7. Mixed race/gender teams are good for negotiating.
White and black South Africans behave very differ
ently.
8. Don't use lawyers at your meetings; people do
business based on trust established during negotia
tions to ensure that all details agreed upon are
adhered to. (Generally, contracts aren't very detailed.)
9. Don't be surprised or fooled by the 'take it or leave it'
attitude; this is their bargaining tactic.
10. Don't pressurise with deadlines; this may result in
more delays than you anticipated!
Public holidays:
January 1 New Year's Day
March 21 Human Rights Day
March/April Good Friday (date changes every
year)
March/April Easter
April 1 Family Day
April 27 Freedom Day
May 1 Workers' Day
June 16 Youth Day
August 9 National Women's Day
September 24 Heritage Day
December 16 Day of Reconciliation
December 25 Christmas Day
December 26 Goodwill Day
Weekend Saturday, Sunday I
Business hours 8.00-5.00 (1 hour for lunch) 1
Zimbabwe ]
1. Negotiations take a long time; decision-making is by j
consensus.
2. Meetings are for the satisfaction of taking part and
saying your piece.
3. Take time to build relationships on all levels; you
never know who influences the final outcome of a
deal.
4. Socialising is an important part of doing business;
people like to be seen as good hosts. j
5. Know everyone's status. j
6. Power is the name of the game.
7. Don't try and do things your way; they'll make you do
:
it theirs and you will have wasted time.
8. Don't get frustrated with the bureaucracy. j;
9. Don't get short tempered with any government i.
I
ASIA
In this part of the world the countries have a common colonial heritage and
many of the prevailing attitudes derive from that heritage. The richer, more
educated people are very elitist and the poorer classes are very conscious of
knowing their place in the multilayered social structure. They accept bribery as
a part of normal exchange and view it as commission, not corruption. All these
attitudes impact greatly the way business is carried out, with whom, and how
things get done.
India
1. Business is conducted at a snail's pace. Be prepared
for a good deal of discussion, followed by a long wait
for a final decision.
2. A handshake signals an agreement; but business
contracts will be scrutinised and this can take weeks
or months.
3. A direct 'No' is never possible; Indians will say many
things that sound like 'Yes' but aren't!
4. Phrase questions carefully, i.e. 'Where does this road
lead?' not 'Does this road go to Mombai?' Indian
responses can be ambiguous; they'll tell you what they
think you want to hear so as not to upset you.
5. Always budget for'commissions'; you will be expected |
to pay for any introductions or favours. These : 'f
payments grease the wheel. j!
6. Indians are often seen as the best negotiators; they'll !
drive a hard bargain, and then drive it some more! \
Negotiating teams are led by management and :
supported by technical experts. High-level manage- |
ment make the decisions but they may not be 11
represented on the team. Middle managers do make i i
some input into the decision. Incentives will help the 11
process. j|
7. Relationships are important, along with good contacts
for business. Building trust is vital. j|
8. A win/win approach is aimed at, though compromise -
is acceptable, but trust makes everyone flexible.
9. Don't expect people to use their initiative and make
things happen; strong fatalism and predestiny play a
large part in people's thinking.
10. Don't give criticism as Indians easily take offence; be
sensitive to, and respectful of, the concept of face.
Harmony is extremely important.
Public holidays
January 1 New Year's Day j
January 14 Makara Sakrankti \
January 14 Pongal j_
January 26 Republic Day \~
February 17 Vasant Panchamij Sri Panchami
February 23 Bid ul Zuha or Adha !=
March 13 Maha Shivaratri
March 24 Muharram or Ashoora
March 28 Holi ;=
i 5
If
M TEN BEST TIPS FOR DOING BUSINESS AROUND THE WORLD / 173
Pakistan
1. Focused negotiations and hard bargaining.
2. Pakistan is a large bureaucracy and business is
conducted at a slow pace.
3. Build personal relationships before attempting to
accomplish your business deals. Trust is all important.
4. Expect to pay, and budget for, services rendered,
introductions made, etc. The euphemistic and ethical
justification for paying these 'bribes' is treating them
like sales commission.
;
Public holidays
February 23 Eid Al Adha
March 15 Islamic New Year
March 23 Pakistan Day
March 24 Ashoora
March/April Good Friday/Easter/Easter Monday :
(date changes every year) |
May 1 Labour Day \\
May (variable) Prophet's Birthday j\
August 14 Independence Day i\
September 6 Defence of Pakistan Day jJ
. September 11 Anniversary of the Death of Qaid-i- ', =
Azam I
:
November Start of Ramadan (not a holiday)
date changes every year
November 9 Birthday of Allama Iqbal (National ;
Poet)
December 6 Eid Al Fitr
December 25 Birthday of Qaid i-Azam (general
holiday)
Christmas Day (Christians only)
December 26 Boxing Day (Christians only)
Weekend Friday
Business hours 9.00-4.00 (summer 7.30-2.30)
Sri Lanka
1. Rapport and trust are necessary to move business
along; this takes time to establish.
2. Socialising comes before any negotiations.
3. Both Sinhalese (Buddhists) and Tamils (Hindus) use
traditional and religious beliefs, in combination with
their personal feelings and current circumstances, to
determine the truth and make decisions. Rules and
facts are not absolute.
4. People tend to place importance on the group and on
an individual's position and rank within the group.
5. Responsibility to the self and to personal relationships
is high up on the agenda when the Sinhalese make
important business decisions.
6. For the Tamils, an individual's responsibility to the
group (the family, social group and religion) is of
paramount concern.
7. Business women are rare here but you will be treated
with respect.
8. Don't try to hurry things; business moves slowly,
delays are frequent, and many trips are necessary.
9. Don't be surprised if your counterpart consults an
astrologer before making any important decisions.
10. Don't refuse any refreshment offered at the beginning
of your meeting; this is a sign of goodwill. Compli
ment your host as a sign of your appreciation.
Public holidays
January 14 Tamil Thai Pongal
February 4 National Day or Independence Day
February 23 Eid al Adha
March/April Good Friday (date changes every
year)
April 13 Sinhala/Tamil New Year's Eve
April 14 Sinhala/Tamil New Year
May 1 May Day
May (variable) Milad un Nabi or Eid ul Milad - The
Prophet's Birthday
May 26-27 Vesak (and the following day)
December 6 Eid al Fitr
December 25 Christmas Day
Weekend Saturday, Sunday
Business hours 8.30-4.30/5.00
AUSTRALIA/NEW ZEALAND
These two countries follow western business practices, place heavy emphasis
on individuality and adhere to the 'norms' of British business. Few people
speak any language other than English. A very distinct accent and slang has
developed 'down under' which can be difficult ; for non-native speakers of
English, used to American TV, to understand. Best times to visit on business are
February j to May or October to November.
Australia
1. Business is conducted quickly. Any small talk (usually
sport or current affairs) is usually brief and negotiat
ing is a brief process.
2. The country is so large that contacts and connections T
"HE TEN BEST TIPS FOR DOING BUSINESS AROUND THE WORLD / 177
are very useful. There is an Australian version of the 'Old Boy' network
among senior industrial executives.
3. Australians are hard working and strive for a better
quality of life. Leisure time is important to them, as is
sport and recreational activities.
4. Time is precious, not to be wasted. Be punctual.
5. Once a contract is drawn up both parties are expected
to adhere to it. Australian commercial law is very
thorough and detailed.
6. Be aware: Australians are poor on foreign languages.
7. Everyone is equal and status can be treated with
irreverence. Australians do not practise deference!
Informality is the etiquette.
8. Australians are pragmatic. If you have a problem,
don't conceal it. Presentations should be complete -
the good and the bad.
9. Don't be off put by the directness in communication.
Australians are blunt to the point of being rude. This
is not meant to offend. Respond with confidence and
good humour.
10. Don't lose your nerve when bargaining. Price haggling
is common and everyone is looking for the best deal.
Public holidays
January 1 New Year's Day*
January 26 Australia Day*
March/April Good Friday (date changes every
year)
March/April Easter Saturday**
March/April Easter Sunday
March/April Easter Monday
April 25 ANZAC Day*
June Second Monday Queen's birthday
(except Western Australia)
December 25 Christmas Day*
December 26 Boxing Day (except Southern
Australia)
*If these holidays fall on a Saturday or Sunday, they are observed on the
Monday following. **Except Western Australia and Victoria.
Weekend Saturday afternoon, Sunday
Business hours 9.00-5.00
State holidays
Australian Capital Territory (Canberra)
March Third Monday Canberra Day
August First Monday Bank Holiday
October First Monday Labour Day
New South Wales
August First Monday Bank Holiday
October First Monday Labour Day
Northern Territory
May First Monday May Day
July First Friday Alice Springs Show
(Alice Springs only)
July Second Friday Tennant Creek Show
(Tennant Creek only)
July Third Friday Katherine Show
(Katherine only)
July Fourth Friday Darwin Show (Darwin
only)
August First Monday Picnic Day
Queensland
May First Monday Labour Day
Brisbane
The Royal National (RNA) Show takes place 2nd week of
August and is a holiday there.
South Australia
May 18 Adelaide Cup Day (Adelaide only)
October First Monday Labour Day
December 26 Proclamation Day
Tasmania
February Secodnd Tuesday Regatta Day (South
only)
February Last Wednesday Launceston Cup
Day (North only)
March First Monday Eight Hours Day
April 14 Bank Holiday
October Thursday after 17th Hobart Show
Day (South only)
November 2 Recreation Day (North only)
Launceston
The Launceston show takes place in early October and is
a holiday there.
Victoria
March Second Monday Labour Day
November 1st Tuesday Melbourne Cup Day
(Melbourne metro area only)
Western Australia
March First Monday Labour Day
June First Monday Foundation Day
September Monday nearest 30th Queen's
birthday
Celebrations
May Second Sunday Mother's Day
September First Sunday Father's Day
New Zealand
1. A friendly and honest people, who are polite, formal
and reserved. Be decorous and respectful of 'appro
priate' behaviour. Business dress is conservative.
2. Cultural mix of British reserve, Maori graciousness,
and US-style openness. Rank is minimised, equality
emphasised, and individual achievement and initiative
are encouraged.
3. Punctuality is important. Arrive 5 minutes early -
that is the custom.
4. Business pace is fast compared with Australia.
5. Negotiations are conducted in an honest, frank, and
forthright manner. Present clearly and pay attention
to details.
6. Contracts are legally binding and both parties are
expected to adhere to the agreement.
7. Introductory meetings take place in an office, after
that in a restaurant over lunch.
8. Little attention is paid to wealth and status. You are
judged by the person you are. Your word must be
your bond.
9. Don't use first names initially. Once a relationship
has been established, you can start using first names
quickly.
10. Don't confuse or compare New Zealanders with
Australians. Different country, different people,
different culture! Strong rivalry exists between the two.
Public holidays
January 1 New Year's Day
January 2 Second Day of New Year
February 6 Waitangi Day
March/April Good Friday/Easter Sunday/Easter
Monday
April 25 ANZAC Day
June 2 Queen's birthday
October Last Monday Labour Day
December 25 Christmas Day
December 26 Boxing Day
Weekend Saturday afternoon, Sunday
Business hours 8.30/9.00-5.00/5.30 (Saturdays 9.00-12.30)
CENTRAL AMERICA
'Machismo' and the public face of a man are of overriding importance in
this part of the world. Honour and pride, trust and relationships, are the
driving factors in business. Status is the motivator. Time is fluid. Women are
not regarded as equals and men make decisions for them.
Guatemala
1. Quiet and respectful behaviour is expected; ask
questions quietly, be patient and never raise your
voice, or insult anyone. Remember face and harmony
are valued here.
2. Translate your brochures and promotional literature
into Spanish.
3. Take time to establish a personal relationship with
your business counterpart; this is a must.
4. Mutual contacts can help business flow, especially
during initial introductions. They add credibility to
your dealings.
5. The 'talking stone' is a part of Guatemalan culture.
You need to pick this up before you can say something
in a meeting.
6. The corruption index is quite high so be prepared to
'oil the wheels' and pay for favours.
7. Although a 'macho' society, business women will be
treated with respect as long as you demonstrate
decorous behaviour. Men usually represent women in
all matters here.
8. Don't be confrontational or show anger or displea
sure, however frustrated you may become.
9. Don't discuss business around family events; leave it
for the office or over a meal.
10. Don't make comparisons between Guatemala and
other parts of Central America. Get to know it for
itself; this demonstrates respect and sensitivity.
Public holidays
January 1 New Year's Day
March/April Easter Sunday (date changes every
year)
May 1 Labour Day
June 30 Army Day
August 15 Assumption of the Blessed Virgin
Mary (in Guatemala City only)
September 15 Independence Day
October 20 Revolution Day
November 1 All Saints' Day
December 24 Christmas Eve (afternoon only)
December 25 Christmas Day
December 31 New Year's Eve (afternoon only)
Weekend Saturday, Sunday
Business hours 8.00-noon and then 2.00-6.00
Celebrations
Easter Week is the fiesta of Guatemala City.
All Saints' Day is a fiesta in Todos Santos.
Honduras
1. Establish long-term relationships based on mutual
trust and reliability.
2. Extensive negotiations, and many trips, may be
necessary to complete your deal. The same person
must be involved each time.
3. Ask open questions which require detailed answers, as
'Yes/No' answers will be ambiguous. They want to
please you and will tell you what they think you want
to hear.
4. Make an emotional appeal, emphasising trust, mutual
compatibility, the benefits to a person's pride, etc.
This will be more effective than emphasising profit
and gain.
5. Very status driven, so make sure you have people of
equal status conducting business. It's an insult to send
a 'junior' even though they may be the best person for
the job.
6. Compromise is seen as a weakness and possible loss of
face.
7. Hondurans place importance on their emotional
reactions to projects and the people involved in them.
8. The decision-making process is strongly affected by
the need to maintain group harmony. The collective
group and a person's role within the social system is
very important - not initiative or expertise.
9. Don't expect speedy progress.
10. Don't reply with a direct 'No'. The communication is ;
indirect, always polite, and ensuring no loss of face. !
Say, 'Maybe' or 'We'll see'. !
Public holidays
January 1 New Year's Day
March/April Holy Thursday (date changes every
year)
March/April Good Friday/Easter Sunday
April 14 Panamerican Day
May 1 Labour Day j
September 15 Independence Day
October 3 Morazon Day
October 12 Columbus Day
October 21 Army Day
December 25 Christmas Day
Weekend Saturday, Sunday
Business hours 7.30-4.30
Nicaragua
1. Everything happens at a much slower pace than
'western' societies.
2. Your enchnfados (contacts) are your lifeblood in
everything you do.
3. Spend a lot of time making your contacts, investing in
personal relationships and networking; who you know
is more important than what you know.
4. Rules and regulations depend on circumstances.
5. Nicaraguans are very suspicious of outsiders' infor
mation, logic and perspectives.
6. Decision-making is done from a subjective and
personal perspective.
7. Don't rely on facts and logic; they don't have a lot of
relevance.
8. Don't expect reason to make sense; make emotional
appeals, call on trust, build mutual compatibility,
inflame pride.
9. Don't be offended by a lack of respect for women; this
is a very macho society and business women are rare.
Act professionally and respect will soon be yours.
10. Don't try to appeal to an individual's well-being; the
common good is the name of the game.
Public holidays
January 1 New Year's Day
March/April Holy Thursday/Good Friday/Sunday
(date changes every year)
May 1 Labour Day
May 30 Mothers' Day
July 19 National Liberation Day
August 1 Fiesta Day
September 14 San Jacinto Fight Day
September 15 Independence Day
November 1 All Souls' Day
December 8 Immaculate Conception
December 25 Christmas Day
Weekend Saturday afternoon, Sunday
Business hours 8.00-6.00, (Saturdays 8.00-noon)
EASTERN EUROPE AND THE BALKANS
The speed of thinking and working is a lot slower than in Western Europe.
Although people use email, they will check this once a week. It is difficult
to get a firm commitment to a meeting; this is a power play. You will be asked
to phone on the day, then again later in the morning, and again in the
afternoon. A typical response is: 'I may be busy, so I can't tell you now'.
Business activity grinds to a near halt during the latter part of July and most
of August for extended summer holidays. You need to know how to get
around the gatekeepers. Bribing is commonplace and people are suspicious of
you if you do not participate. Don't get frustrated at the amount of time
spent drinking coffee during the working day.
Bosnia
1. People are friendly and make eye contact in all
transactions.
2. Business practices are uniformly western. ;
3. Business meetings should be scheduled more towards =
the morning hours. During the summer months, do
not schedule meetings late on Fridays as workers tend
to leave early. It is commonplace to transact business in a restaurant.
4. Personal relationships will influence business deci
sions. Business relationships are founded on trust;
significant time and energy must be invested to
establish this.
5. Business moves very slowly, or not at all, due to the ;
cumbersome bureaucracy and general socio-economic
collapse.
6. Some business people are quick to recognise oppor-
tunities and will act quickly to not waste time.
7. Communication is not a major problem, as English is
popular as a second language.
8. Management is typically concentrated at the level of
the MD - the key decision maker.
9. Don't use first names. Only good friends do this; use
conventional and professional titles.
10. Don't assume a legal contract will be binding.
Contract law at present may be unenforceable.
Privatisation, and legal, regulatory, and judicial
reform are in the process of change.
Public holidays
January 1 New Year's Day
February 12 Eid Al Adha (Muslims only)
March 8 International Women's Day
March/April Easter Sunday
May 1 International Labour Day
November 26 Eid Al Fitr (Muslims only)
December 25 Christmas Day
Weekend Saturday, Sunday
Business hours 8.00-6.00 (plus every first Saturday of the month)
Croatia
1. Croatia is a conservative region, with a very proud,
hospitable, and warm-hearted people. Generally they
are well-educated and cultured. English is widely
spoken, with many young managers fluent in it.
2. Business tends towards formal protocol, though is
somewhat relaxed. The boss is the boss. Hierarchies
exist. There is little delegation of authority.
3. Decision-making is centralised, resting in the hands
of a managing director or general manager. Don't
assume a negotiation is completed until you have dealt
with the top management.
4. Croatian firms tend to rely on their traditional
business relationships. Price may not be the control
ling factor in the decision process if experience with
one supplier has been satisfactory before.
5. Organisations are a mixed image of western-style
efficiency and cumbersome bureaucracy. There is a lot
of behind-the-scenes power and pulling of strings.
6. Punctuality is important. Meetings usually keep to
time.
7. There are a large number of local agents, advisers, and
consultants willing to act for foreign companies,
thoroughly check them out in advance.
8. Exchange business cards with formal introductions, and
as with many European countries, print your titles,
professional and academic qualifications on them.
9. Don't expect transactions to be made quickly.
Although there is an element of spontaneity, a
bureaucratic mentality gets in the way.
10. Don't think of Croatia as a war-torn country needing
to be saved. It has a long and proud history which
contributes to respected traditions and a deep sense of
culture.
Public holidays
January 1 New Year's Day
January 6 Epiphany \
March/April Easter Sunday and Monday ;
May 1 May Day }
May 30 Independence Day (Statehood Day)
June 22 Antifascist Struggle
August 5 National Thanksgiving Day
August 15 Assumption
November 1 All Saints' Day
December 25 Christmas Day
December 26 Second Day of Christmas
Weekend Saturday, Sunday
Business hours 8.00-7.00 (1 hour for lunch)
Hungary
1. Securing a business deal can take an unpredictable
length of time. Under the old communist regime,
decisions would take months. Once they have agreed
to a contract Hungarians will keep their word and
fulfil the agreement.
2. Hungarians appreciate face-to-face business dealings,
where intentions, feelings and opinions can be
expressed openly.
3. They look for trust and lasting relationships, and
these come before stringent adherence to rules and
regulations. They are a warm and generous people.
4. Hungarians do not say 'No' outright. Interpret
'Maybe' or a change of topic as a refusal.
5. Spontaneity is valued. Agendas are flexible. Meetings
start on time, more or less.
6. Hierarchy and class prevail here. People talk about the
'intelligentsia'.
7. Business deals are completed/rounded off with eating
and drinking, handshakes and embraces.
8. Find a trusted local contact who can introduce you to
his/her network, and work on establishing a secure
bond. Hungarians like to do business with people they know through their
network.
9. Don't expect people to take responsibility; bosses still
make decisions. A hangover from the communist
system means many people think that they have little
control over their lives and look to others to make
things happen.
10. Don't refuse the brandy served during negotiations.
Public holidays
January 1 New Year's Day
March 15 National Day
March/April Easter Sunday (date changes every
year)
March/April Easter Monday
May 1 Labour Day
May Whit Sunday (Pentecost: seventh
Sunday after Easter)
May Whit Monday (day following
Pentecost)
August 20 Constitution Day
October 23 Republic Day
November 1 All Saints' Day
December 25 Christmas Day
December 26 Boxing Day
Weekend Saturday afternoon and Sunday
Business hours 8.30-5.00 (Saturdays 8.30-1.30)
Non-holiday observances
August 20 St Stephen of Hungary
Macedonia
1. Building strong, personal relationships is very impor-
tant and will influence success of business transactions.
2. On the surface firms practice 'western-style' manage
ment, but everything is slow and cumbersome.
3. There are a lot of entrepreneurs setting up in business
and being successful at wheeling and dealing.
4. A consultative decision-making process belies the fact
that the head of the company will make his own
decision. Ask who is the key decision-maker.
5. Meetings are less formal than in Western Europe and
are frequently combined with a meal.
6. Who you know is more important than what you
know. How you dress will be noticed.
7. Punctuality is not precise. It is a great effort to get
people to adhere rigidly to times and Macedonians
find it incomprehensible that Nordic people think
tardiness is disrespectful.
8. Women make up a substantial part of the workforce
and enjoy a more egalitarian status than other parts of
the region. As a foreign visitor, a woman would be
better off eating in a hotel rather than alone in a
restaurant.
9. Don't use first names; only family and close friends
use them, and the use of titles/surnames show respect.
10. Don't be surprised if you never get what you ask for.
You may describe precisely what you require, but you
will be given what they think you ought to have!
Public holidays
January 1 New Year's Day
January 6 Orthodox Christmas Eve
January 7 Orthodox Christmas Day
January 14 Old New Year
February 12 Eid Al Adha (Muslims only) :
March 8 International Women's Day
March/April Good Friday/Easter Sunday/Easter
Monday
May 1 May Day
May 24 St Cyrilus and Methodius Day
August 2 Ilinden (St Elijah's Uprising Day)
September 8 Independence Day ;
November 26 Eid Al Fitr (Muslims only)
Weekend Saturday afternoon, Sunday
Business hours 8.00-7.00/8.00 (Saturdays 8.00-2.00)
Romania j
1. Romanians are quite formal. First names are used by ;
close friends and relatives. Address your business
counterpart by their last name and title only. i
2. Send letters in English, these are more respected than
documents written in Romanian. Present your busi
ness card to every business person you meet. Have
academic titles and your degrees printed on them.
3. Punctuality is respected, though not always observed.
Schedule meetings beforehand, always try to get
confirmation of an appointment in writing.
4. Examine the business credentials of the firm/person
you are dealing with to ensure legitimacy. Once a
relationship is established your business partner/agent
will be loyal for a long time.
5. French is the favoured second language. Bring an
interpreter to all negotiations unless you speak a
common language.
6. After the agreement and contracts are drawn up, they
will still be subject to approval by senior executives of
the organisation/firm. Negotiations and decisions are based on business facts.
7. Dress and appearance are very important. You have to
look the part, but generally dress is conservative. Stay in
the best hotels, Romanians are impressed by prestige.
8. Don't get frustrated at the slow pace in business
dealings. Romanians are unused to western business
practices; they also have a distrust of authority after
years of authoritarian rule.
9. Don't get offended. Opinions are openly and freely
expressed; a sign that you can be trusted with their
truth.
10. Don't be surprised; the practice of baksheen (tipping)
is common, especially when negotiating with Roma
nian officials.
Public holidays
January 1/2 New Year's Day
January 6 Epiphany
March/April Easter Sunday and Monday
May 1 Labour Day
December 1 National Day
December 25 Christmas Day
December 26 Second Day of Christmas
Weekend Saturday afternoon, Sunday
Business hours 8.00-4.00 (Saturdays 8.00-12.30)
EUROPE
Denmark
1. The pace of business is slow. Business is conducted
efficiently; straight to the point with little small talk. \
2. Punctuality is extremely important - arrive exactly on
time (even at social gatherings).
3. The Danes are meticulous and love details. Presenta- i
tions should address all aspects of the business
proposal.
4. Respecters of traditions and heritage; promote how
well-established your firm is (put founding date on
your business card) and its reputation.
5. Logic and reason is used for decision-making.
6. Communication is open, direct and straightforward.
Eye contact is important.
7. Danes are relatively informal, but use titles when you
first meet someone.
8. Danes are seen as the 'Italians of the North' by other
Nordic countries - not to be completely trusted to get
things done. Proud, honest, efficient but not always
effective.
9. Don't openly criticise anyone/any culture. The Danes
are very tolerant of others.
10. Don't make personal comments, even compliments, as
they can be seen as invasive.
Public holidays
January 1 New Year's Day
March/April Holy Thursday (Skar Thursday)
March/April Good Friday/Easter Sunday/Easter
Monday
April 26 Common Prayer Day
Ascension Day Sixth Thursday after Easter
May Whit Sunday/Monday (Pentecost:
seventh Sunday after Easter)
June 5 Constitution Day/Fathers' Day (from
midday, also bank holiday)
December 24 Christmas Eve
December 25 Christmas Day
December 26 Second Day of Christmas
December 27 Third Day of Christmas
December 31 New Year's Eve
Weekend Saturday and Sunday !
Business hours 8.00/9.00-4.30/5.30 !
Non-holiday observances
April 16 Birthday of the Queen (not a public
holiday)
May Second Sunday Mothers' Day
Hnland
1. Finns maintain high ideals of loyalty and reliability. j
They take promises and agreements seriously. An i
agreement by handshaking is a legal commitment. Try
to do all negotiating with the managing director of the firm. He is the head
of the firm and will make all decisions.
2. You might think you've got a win-win deal with a
Finn, but in reality he will get the better end of the
deal. They are known for being tough but fair.
3. They're nice people and are driven by good, ethical
values and hard work. They are also incredibly honest
and dependable.
4. Very little small talk during negotiations. Business is
attended to almost immediately. Outward displays of
emotion are inappropriate. Always remain calm.
5. In presentations expect to give a good account of your
firm's background and adherence to good working
practices. Don't be put off by the silence at the end
and lack of questions. If it was important you would
have mentioned it in your presentation!
6. Finns speak bluntly, assertively and honestly, demon
strating their respect for you; i.e. you can take
straightforward discussions. Assertiveness is respected, but aggression
not. Stick up for yourself and you should find they will compromise. They are
uncomfortable with direct, sustained eye contact.
7. They want action, rather than empty words. Ask for
'time to think' if things are moving a little too quickly
for you.
8. Don't use 'high sounding' or impressive rhetoric.
Communication is open, direct, and to the point. Use
concise and explicit language.
9. Don't be put off by long silences. This is normal.
Finns like to think over what has been discussed and
will always take a moment to think before they speak.
10. Don't be ostentatious or boastful. This is seen as
pushy, completely unseemly, and is always inappropri
ate.
Public holidays
January 1 New Year's Day
January 6 Epiphany
March/April Good Friday/Easter Sunday/Easter
Monday date changes every year
May 1 May Day or Vappu1
Ascension Day Sixth Thursday after Easter
May Whit Sunday (Pentecost: seventh
Sunday after Easter)
June First Friday after 18th June
Midsummer's Eve or Juhannusaatto2
June Saturday following Midsummer's
Day is Juhannuspaiva
November Saturday following October 30 All
Saints Day
December 6 Independence Day
December 24 Christmas Eve (from midday)
December 25 Christmas Day
December 26 Second day of Christmas
Weekend Saturday and Sunday
Business hours 8.00-4.30
1
Vappu is really the night of 30 April to 1 May so there
may not be too many people working in the afternoon
of 30 April.
2
Partial holiday only.
Celebrations
May Second Sunday Mothers' Day
November Second Sunday Fathers' Day
France
1. The French are very formal and reserved. They like
titles and academic credentials.
2. Negotiating takes time and plenty of discussion. You
will be made to feel like a supplicant (don't take it
personally!), this is what gives the French their
'arrogant' reputation.
3. Hierarchies are very strict; everybody knows their
place and bosses are left to make decisions. This is the
birth place of bureaucracies.
4. Make your presentations very formal, logical and
well-argued.
5. Thinking is a well respected activity. You will be
challenged about your point of view, so argue logically
with no appeal to emotion or trust to win respect.
6. Deadlines are unimportant to the French. The quality
of the thought/product is more important than having
\j
things finished on time.
7. In all things, time is flexible and fluid.
8. Don't lose your temper. The French like to keep their
emotions in check, keeping calm and reserved.
9. Don't mistake animated gestures and loud voices for
temper; this is showing great interest.
10. Don't try to rush the French, everything happens in
its own time. Lots of general conversation and talking
needs to take place first.
Public holidays
January 1 New Year's Day
March/April Good Friday/Easter Sunday/Easter
Monday
May 1 Labour Day
May 8 Victory Day of 1945, end of the
Second World War in Europe
Ascension Day Sixth Thursday after Easter
Whit Sunday Seventh Sunday after Easter
Pentecost Seventh Monday after Easter
July 14 French National Day (Bastille Day)
August 15 Assumption Day (of the Virgin
Mary)
November 1 All Saints' Day
November 11 Armistice Day of 1918
December 25 Christmas Day
Weekend Saturday afternoon and Sunday
Business hours 8.30/9.00-6.30/7.00 with two hours for lunch
Norway 8.6
Australia 8.5
Switzerland 8.4
United Kingdom 8.3
Hong Kong 7.9
Austria 7.8
16 Israel 7.6
_ USA 7^6
~~18Chile 7^5
~T8 Ireland 7^5
Germany 7.4
Japan 7.1
Spain 7.0
France 6.7
Belgium 6.6
Portugal 6.3
Botswana 6.0
Taiwan 5.9
28 Estonia 5.6
~29 Italy 5.5
30 Namibia 5.4
31 Hungary5.3
31 Trinidad & Tobago 5.3
31 Tunisia 5.3
Slovenia 5.2
Uruguay5.1
Malaysia 5.0
Jordan 4.9
38 Lithuania 4.8
38 South Africa 4.8
40 Costa Rica 4.5
40 Mauritius 4.5
42 Greece 4.2
42 South Korea 4.2
44 Peru 4.1
~44 Poland 4A
46 Brazil 4.0
47 Bulgaria 3.9
47 Croatia 3.9
47 Czech republic 3.9
50 Colombia 3.8
51 Mexico 3.7
51 Panama 3.7
51 Slovak Republic 3.7
54 Egypt 3.6
~54 El Salvador 16
54 Turkey 3.6
57 Argentina 3.5
~57 China sT~
59 Ghana 3.4
59 Latvia 3.4
61 Malawi ~3.2
61 Thailand 3.2
63 Dominican Republic 3.1
~63 Moldova 3~H
65 Guatemala 2.9
65 Philippines 2.9
65 Senegal 2.9
65 Zimbabwe 2.9
69 Romania 2.8
69 Venezuela 2.8
71 Honduras 2.7
71 India 2.7
71 Kazakhstan 2.7
71 Uzbekistan 2.7
75 Vietnam 2.6
75 Zambia 2.6
77 Cote D'lvoire 2.4
77 Nicaragua 2.4
79 Ecuador 2.3
79 Pakistan 2.3
79 Russia 2.3
Tanzania 2.2
Ukraine 2.1
84 Azerbaijan 2.0
84 Bolivia 2.0
84 Cameroon 2.0
84 Kenya 2.0
88 Indonesia 1.9
88 Uganda 1.9
Nigeria 1.0
Bangladesh 0.4
Index
achievement, 50 etiquette, 137
Africa, African, 26, 161 Europe, 193
agreements, 29
American, USA, 5, 11, 20, 38, face, 17, 27, 69, 71
108, 126, 154, 233 Finland/Finns, 44, 72, 81, 89,
Arab, 22, 25 105, 115, 122, 155, 196
Asia, 171 France, French, 45, 116, 123,
attitudes, 30, 136, 149 198
Australia, 176
Germany, German, 107, 116,
Bosnia, 186 124, 200
British/English, 16, 51 good manners, 14
business cards, 138 Greece, Greek, 117, 124, 202
greetings, 122
Canada, Canadian, 232 Guatemala, 181
China, Chinese, 32, 35, 60, 69,
157, 214Honduras, 183
colloquialisms, 85 humour, 29, 95, 120
Confucius, 34 Hungary, 189
contracts, 146
corruption, 240 India, Indian, 7, 22, 68, 72,
Croatia, Croatian, 5, 187 171
cultural learning, 63 individuality, 49, 79, 150
Israel, 224
Denmark, 194 Italy, Italian, 117, 125, 204
Egypt, 162 Japan, Japanese, 19, 24, 93,
emotions, 102 98, 125, 157, 216
Kenya, 163 religion, 36, 46
knowledge transfer, 151 respect, 16, 31, 56, 99
Kuwait, 225 risk taking, 48
Romania, 192
leadership styles, 46 rules, attitude to, 43
Lebanon, 227 Russia, Russian, xvi, 51, 118,
159, 236 Macedonia, 190
Malawi, 11, 90, 159 Saudi Arabia, 229
Mariana, 25, 78 Scandinavian, 62
mangled metaphors, 12 selling, 154
meetings, 28 Senegal, 167
meetings, international, 133 seniority, 15
Mexican, 20 Singapore, 220
Middle East, 223 South Africa, 168
mistakes, xiii Spain, Spanish, 19, 25, 119,
Mozambique, 164 126, 207
Muslim, 22, 53, 223 Sri Lanka, 175
Myanmar (Burma), 218 status, 47
Sweden, Swedish, 19, 119,
negotiation, 140 155, 209
New Zealand, 180
Nicaragua, 184 Ten Keys, 13
Nigeria, 165 timekeeping, 25, 28, 99
no, for Asians, 70, 75
non-white, 7 United Arab Emirates, 230
Norway, Norwegian, 118, 206 United Kingdom, 212
Oriental, 9, 17 values, 31, 53
vicious spiral, 62
Pakistan, 173 Vietnam, 221
political correctness, 158 virtuous spiral, 59
privacy, 48
project management, 153 yes, Oriental style, 73
reasoning, 37, 110 Zimbabwe, 170
xiZKi<
x
zk\M>/z
zk\zM\z
k>
~o`Q~oBQ
sdWHs9
|m[mN?0
xfxWH9x
{l{]{N{?{N{
Normal
Normal
Font de paragraf implicit
Font de paragraf implicit
MarcelaYC:\Documents and Settings\Marcela1\Desktop\Communicating Across Cultures\pag. 200-244.doc"
MarcelaYC:\Documents and Settings\Marcela1\Desktop\Communicating Across Cultures\pag. 200-244.doc"
EEE.ts<U
%Y5tdBf
Unknown
Times New Roman
Times New Roman
Symbol
Symbol
Marcela
Marcela
Marcela
Marcela
Marcela
Normal.dot
Marcela
Microsoft Word 9.0
Root Entry
1Table
1Table
WordDocument
WordDocument
SummaryInformation
SummaryInformation
DocumentSummaryInformation
DocumentSummaryInformation
CompObj
CompObj
ObjectPool
ObjectPool
Document Microsoft Word
MSWordDoc
Word.Document.8