Extracts from The World's Business Cultures
The book contains thousands of tips for succeeding in foreign business dealings. Here are some examples:
Doing Business in India
India is a relationship business culture, while the UK is, by and large,
systems-oriented. Indians appreciate a family atmosphere at work, so take
time to learn names – it’s a sign that you care – and expect them to ask you
a lot of personal questions. Indians are emotional, and they appreciate
seeing the human side of the people they deal with.
Flattery and compliments are an important way of putting them at ease
when you’re developing the relationship. Beware, though, that this inevitably
means that Indians may say what they think you want to hear rather than
objective truths.
Indians are masters of improvisation and flexibility, and their attitude to time
reflects this. Some say it’s easier to see the CEO of an Indian company at
three hours’ notice than at three months’.
Doing Business in China
The Chinese do business with people rather than companies, so personal
contact and loyalty are important. They value sincerity above all other
qualities.
Interpreters are often used in discussions, but never make the mistake of
addressing the interpreter and not the boss.
Be aware that ‘Yes’ in China means ‘I hear you’ and not ‘I agree.’
Offer gifts with both hands and don’t open any that you receive in the
presence of the giver.
Doing Business in France
Britons and Americans often claim that the French are ‘difficult’. But this
simplistic dismissal ignores the contribution that they have made to
philosophy, literature, science and the arts. The French are rigorous
debaters, and they enjoy exercising this skill.
They feel frustrated that their beloved language is rapidly losing ground to
English in business and diplomatic circles, so if you can talk at least some
français, it will help to earn their respect
The French are often categorical when they speak, and feel happy to
express their disagreements directly and openly. Don’t be put off by the
Gallic ‘Bouf!’, a dismissive snort or sniff that indicates dissent.
Doing Business in Italy
Italians are driven by intuition and emotion, which is often the opposite to
how business is conducted in many northern European countries and in
the USA. They will want to know you before they do business with you, so
be prepared to chat about your family and personal life
Be aware of the importance of bella figura in Italy. It means the way you
present and conduct yourself, and the image you create. This includes the
way you dress, so pick the best clothing from your wardrobe for both formal
and casual wear.
Doing Business in the UK
The British are often uneasy when dealing with other people, even amongst
themselves. Perhaps this explains their reliance on their unpredictable
weather as a subject of small talk. It’s a shield to save having to talk about
– heaven forbid! – one’s personal life or feelings.
The British are practical, empirical people, and distrust too much theory,
philosophizing and idealism. So pack your presentations full of attainable
objectives, concrete detail and provable statistics.
Doing Business in Japan
The Japanese think it is wrong to get emotional or lose your temper. Rather
than saying ‘No’ outright, they will convey disagreement through silence,
hesitation, or responses such as, ‘Yes, but ...’ or ‘The situation is delicate’.
They often refuse by saying, ‘Thank you. We’ll study that.’
The Japanese take time to consider and are comfortable with silence for
reflection, which can unnerve Western visitors. If the room falls quiet, resist
the urge to burst into speech.
Contrary to a widely-believed myth, bowing is not necessary for foreigners,
but the business card ritual is. Offer your card so that the receiver can read
it, study his card, keep it on the table while you’re talking, and then put it in a
business card holder, not your pocket.
The Japanese are less concerned with what you say (they can read that)
than with who you are. As a result they set a high value on haragei (belly
talk), the art of reading feelings through silent meditation and observation.
Doing Business in Germany
Formality, punctuality, fairness and obedience to authority are other
German characteristics. All of this means that the Germans excel at the
detailed planning of projects, and completing them on time and to
specification.
British and American visitors to Germany should forget the matey office
culture that exists in their home countries, where employees are often
encouraged to address even the CEO by his first name. You’ll look a bit of
a cowboy if you do that in Germany.
Doing Business in the USA
The British have characteristics that Americans just don’t get. Among these
are self-effacement, understatement and an acidly sardonic line in humour.
Britons hoping to make an impact with Americans should bin all three.
To do business with Americans it’s a case of chest out, shoulders back,
head up and stand tall. Be proud of who you are and what you do. Think
positive and optimistically, and say what you mean plainly and clearly.
Focus on the bottom line – American business is very much systems
-oriented, and always wants to see how much money can be made, and
when. You will often hear the phrase, ‘Are you hitting your numbers?’ (are
you achieving budget?). The numbers are sacrosanct in the USA, and
those who don’t hit them might experience a rapid farewell.
Doing Business in Russia
Russians are different from Westerners: they themselves claim that they
are more spiritual. The vastness of their land, the harsh winters, and the
country’s tragic-glorious history have all contributed to the forging of the
Russian soul.
They can be quite tactile with people they regards as friends, but they are
also direct and blunt, and mean what they say…learn to appreciate their
candour rather than fear it.
Doing Business in Brazil
Chat first, then get round to the business. What Americans and northern
Europeans may consider unnecessary socializing is simply a Brazilian’s
way of feeling comfortable with you.
Brazilians work very hard, but don’t expect them to be on time. Employees
usually are, but executives often arrive late and stay late, so slow down a
little.
