W

INTERCULTURAL

CHALLENGES

HOW TO COME

TO AN

AGREEMENT

For Asian companies

in partnering with

European companies

Christian Hofer

DINNER at home like a case study on

intercultural differences

• American wife

• Trilingual Children: speaking

German at dinner, English

with my wife and French

with each other

How did I learn about cultural differences ?

BUSINESS TRAVEL CONSULTING Germany, Hungary, Czech Republic,

Poland, Russia, Denmark, Sweden,

Finland, England, France, Italy, Spain,

Switzerland, US, Pakistan, Thailand, South

Korea, China, Thailand, Japan, Hong

Kong, Singapore

Worked in different

countries and in different

corporate cultures.

Necessity to manage

differences between

companies, Divisions and

even teams

ABOUT ME

Personal info

and background

WHY?

Importance of

understanding differences

HOW?

Understanding the concept

of cultural differnces

OH NO!

Corporate

„bloopers“

PERSONAL

Examples of

interpersonal

nature

BUSINESS

Examples of

corporate nature

MACRO

Examples of

rules & regulations

AHA!

How to

prepare

FULL CIRCLE

Understanding

and applying

What is the road that we are going to travel together today

and where will it take us?

Despite the Euro

we cannot see

Europe as one

homogenous

zone – vast

differences exist

Cultural

differences may

not be as visual as

in the picture but

in daily life you will

find them quickly

They effect everything

from personal

interactions to how

people think and act

and finally to laws und

regulations

Not knowing them or

ignoring them

exposes you to the

risk of failed relations

and missed business

opportunities

Doing business in “Europe” ?

Treat Europe as one homogeneous market at your own risk!

Stereotype

or

truth?

SEEMINGLY

SMALL

THINGS CAN

CREATE

SIGNIFICANT

ISSUES

Businesses are

becoming

increasingly global

exposing them to

new cultures/issues

Some people, even

corporations are

ignorant to the cultural

differences and the

impact they can have

We must not judge from

our own perspective,

but rather think how

other people might

perceive our behavior

Ignorance can easily

destroy your personal and

corporate image in the

eyes of your business

partner

Why is the knowledge of intercultural differences

so important for today’s business ?

Ignorance

You have no knowledge

that any differences exist

at all “Bad surprises”

Limited awareness

You know that differences exist but

have very limited knowledge – you

just know that there is an issue but

cannot quite understand it

Limited competence

You know some of the differences and

try to adjust your behavior. It does not

come naturally yet. You have a feeling

for how you come across

Subconscious competence

Cultural appropriate behavior is

second nature to you. You can trust

your instincts

The 4 stages of intercultural awareness

What aspects of business are cultural differences affecting ?

Long vs. short term

thinking

Table manners

Personal space

Greeting people

and saying goodbye

Body language

and eye contact

Communication style

Language barriers

Negotiation tactics

How to motivate

people

Feedback and

coaching

Target setting

Meetings and

presentations

Corporate cultures

The role of government

Sexual harassment

Environmental laws

Labor laws and unions

Data protection

Buying and selling

businesses

Regulations

Accounting standards

Macro level Business Personal

When to sit down?

Protocol on who sits where?

Wait to be seated?

Men besides women?

How to use knife and fork?

Finish everything on plate?

Asking for more?

• Wait for the host’s toast before drinking

• Lady of the house puts napkin in lap first

• Place bread on tablecloth or bread plate

but not on normal plate

• Tear bread into bite sized pieces

• Leave your hands above the table

• Pour wine glasses only ¾ full

FRANCE

• Remain standing until told where to sit

• Look people in the eyes when toasting

• Do not begin eating before the host

• Everything on plate should be eaten

• Fork in left hand and knife in right hand

without switching like in US

GERMANY

Elbows on Table?

Hands above or below table?

Placing your napkin in lap?

Conversation during dinner?

Business during dinner?

How animated?

Cross cultural dining etiquette

Personal

Carrying yourself and body language

• Ok to give and receive

things with whichever hand

is available (right is better)

• Stand straight up - bowing is

not necessary

• When you greet someone

look them in the eyes

• When you speak with

someone look them in the

eyes

• When you toast someone

look them in the eyes

• This is irrespective of status

and seniority

• Otherwise you appear

insecure and insincere

EUROPE

GENERAL

• Very animated while

speaking

• People will judge you on

how you carry yourself

(“Bella figura”)

• Appearances are very

important

• Smaller personal space

ITALIANS

• Appearances are very

important

• Fashion conscious like the

Italians

• Smaller personal space

• Language and logic is

very important

FRENCH

• Quite reserved/private and not very animated

• Don’t show emotions - “stiff upper lip”

• Bigger personal space

BRITISH

Personal

Greeting & saying Good Bye

• Handshake is quick and firm

• Generally rather formal

• Last name and title

• Slight bow of the head

• Wait for host(s) to introduce

you

• Some kissing on cheeks for

younger generation

• Differences between South

and North

GERMANY

• Handshake is light

• Generally rather formal

• Last name and title

• Even casual acquaintances

kiss on cheeks

• Usually 2x but 3x in Provence,

4x in Nantes and only 1x in

Finistere

• Good male friends kiss on

cheeks as well

• Old fashioned – kissing a

woman’s hand

FRANCE

• Firm Handshake

• “How do you do?” as

question and answer

• In business highest rank

meets others in order of

their position

• No touching and kissing

• First name basis is more

common – like in the US

UK

Personal

Shaking hands vs. kissing

Importance of food

• Business lunches are preferred

to dinner; if dinner then

relatively late

• Eating (well) is a priority in

France

• Business is not supposed to be

discussed – establish a personal

relationship

• Several courses

• Wine served with lunch

• The person inviting is expected

to pay

• Be careful about adding salt,

pepper and ketchup

FRANCE

• Dinner discussion often turns to

business – not much small talk

in Germany

• No business decisions made

during meals

• Don‘t expect to be taken out

every night – Germans clearly

separate business & private life

• Entertaining is not often at

peoples homes

• The person inviting is supposed

to pay

• For private invitations don‘t

expect to be served

GERMANY

• Food scene is one of

extremes

• High likely hood to be invited

to a private dinner party

• Dinner is mostly for sociable

or celebratory entertaining

• Business entertaining in

restaurants, pubs and cafes

• Invite people of the same

background /professional

level

• Business culture is informal –

often socializing in pubs

UK

cultural

differences

BRITAIN, AUSTRALIA,

NEW ZEALAND, MALTA: Up yours!

USA: Two

GERMANY: Victory

FRANCE: Peace

WESTERN COUNTRIES: Number 5

EVERYWHERE: Stop!

GREECE AND TURKEY: Go to hell!

EUROPE: Two

BRITAIN, AUSTRALIA, NEW ZEALAND: One

USA: Waiter!

EUROPE AND NORTH AMERICA: OK

MEDITERRANEAN, RUSSIA, BRAZIL, TURKEY:

insult; sexual insult

TUNISIA, FRANCE, BELGIUM:

Zero; worthless

Be careful signalling with your hands

or you will run into troubles Personal

Alcohol and Tobacco

• Wine is the most widely drunk

alcoholic beverage

• You can expect to be served

wine at business lunches

• The French drink responsibly

• If bringing wine to a dinner

party it should be foreign

• Many French smoke

• Smoking is illegal in all enclosed

work places

FRANCE

• Alcohol consumption is

amongst the highest

• Drinking culture includes also

business (dinners)

• Hard liquor (Vodka) is one of

the favorite drinks

• There is considerable peer

pressure to join drinking

• A limited smoking ban was just

introduced

RUSSIA

• Beer is the most widely

consumed drink

• Alcohol consumption is

amongst the highest

• No need to drink during

lunch but at dinner there is

some “pressure” to join in

• When invited to a pub buy a

round of drinks

• Smoking is illegal in all

enclosed work places

UK

Differences in communication style

• Direct and factual

• Not much small talk

• Put truth and directness before

diplomacy

• Speak up

• Get straight to the point

• Not much humor in business –

there is a place and time for

everything

• Very diplomatic language

• Non confrontational

• Use of first names

• Equate directness with open

confrontation

• Humor is persuasive in business;

especially to diffuse tensions

• Better to be self deprecating

then self promotional

GERMANY

• Form is very important

• Love for elegant use of

language

• Moving process forward by

drawing distinctions – might

appear controversial

• Interruptions are accepted

part of business etiquette

• Admire logical, well defined

ideas

UK FRANCE

I

Sales people were embarrassed

to learn that “Fresca” is slang for

"lesbian.”

REASON

Animals are considered to be a form

of low life and no self respecting Thai

would wear anything worn by

animals

“Matador” meant “Killer” which was

a bad omen considering the

country’s treacherous streets

It had to be mixed with water, needed

to be sterilized, poor mothers where

using less then prescribed – leading to

malnutrition and poor health

SOFT DRINKS The soft drink Fresca led to lots of laughter in

Mexico.

EYE GLASSES An international manufacturer failed trying to

promote its products in Thailand by advertising

featuring cute animals wearing glasses.

CARS American Motors failed with its new car called

“Matador” in Puerto Rico.

IMPACT OF CULTURAL DIFFERENCES

Examples of companies that got into trouble

because they did not consider cultural differences (1 of 2)

INFANT FORMULA Nestle was boycotted for promoting it’s infant

formula in Africa.

Dealing with the other gender

• Men earn about 40% more

then women (20% pay/hour

and 20% more hours)

• Many women work (80%)

• France is a much more „flirty“

culture including kissing on

cheeks and generally

appreciating the other gender

• Business women may invite a

french man for lunch or dinner

and have no problem picking

up the bill

FRANCE

• Women should extend their

hand first when greeting

• Men should hold a door for a

women and stand when a

woman enters the room

• British like their personal space

• Hugging, kissing and touching

is reserved for family and very

close friends

• For women: Don’t be insulted

if called love, dearie, or

darling. These are commonly

used

UK

• More traditional picture of

women in society

• When introduced to a

women wait if she extends

her hand

• Men should walk to the left of

a women

• Traditionally a men should go

ahead of a woman when

entering a public space

• Don‘t be offended when

„he“ or „she“ corrects your

behaviour – policing each

other is a social duty

GERMANY

Business

Differences in feedback and coaching

• Society is factual and very to

the point

• Feedback is tough, critical and

to the point

• You don’t single out specific

accomplishments or offer

praise unless it is truly

extraordinary

• German professionals expect

high-level, expert performance

GERMANY

• Feedback is difficult since it is

a diplomatic and non-

confrontational culture

• Almost a third of employees

never get feedback

• Almost 50% give their bosses

low people management skills

• Feedback is hidden in

diplomatic language

UK

• Steep hierarchies make 360°

and upward feedback

ineffective

• If it is part of a performance

appraisal system the system

must be approved by the

works council

• High number of French

employees are disengaged

• Recognition, praise and

caring is not natural to the

(business) culture

FRANCE

Business

Disgruntled employees

Loss of key staff (Head of R&D)

Delayed product launches

Layers of bureaucracy

Cost overruns and inefficiencies

Ouster of CEO

PROBLEM IMPACT

Case

Study 01

WHAT DID UPJOHN DO?

SITUATION

• Upjohn Company of the US and Pharmacia AB

of Sweden (ops in Italy) merged in 1995

• Upjohn more dominant

• US scheduled meetings in the summer

• Implemented non-smoking, testing policies

• Command and control management system

• Strict reporting, budget controls, staffing updates

• Very centralized, top down management

• R&D HQ in London

PROBLEM

NATIONAL CULTURE CLASH

Swedes :

• Take off July

• Open, team based

management

• Consensus behind

decisions

Italian's:

• Take off August

• Workers (unions) vs.

managers

• Value on Family

(childcare, sick relatives)

Motivating in different cultures

• Competence is highly valued –

superiors must understand what

employee is doing

• Dedication by superiors

• Motivation does not always

translate into productive action

– hierarchical culture

• Social events brings together

and motivate people

• Starting to use US style loyalty

programs

FRANCE

• Many people are self

motivated – commitment and

loyalty are important

• Money is important but not all

• Good working conditions are

expected

• Factual culture: being clear

and giving understandable

targets is important

• Praise is only expected for

extraordinary things

GERMANY

• Education, experience and

ability to maintain good

office climate is valued in

boss

• Ability to communicate and

interact is important

• Concept of punctuality is

rather relaxed

• Subtle approaches are

important – feedback in

private

• Social events are

appreciated

ITALY

Business

Long term versus short term thinking

• Prefer to build up long term

relationships

• Don’t like a “hard sell”

• Don’t like people going after a

quick deal

• Appreciate businesses that

have grown over time

• Younger generation is

changing quickly though

• Quite some public discussion

about more short term thinking

(cutting funds, financial

institutions)

UK

• Generally very short term

• Chasing next quarters profits

• Pulling in sales from the next

period to make this periods

numbers and bonus

• Sometimes short time profit

taking on the expense of long

term sustainable success

• “Throw away culture”

• Houses are bought to build

equity or flipped for a profit

USA

• Germans have a planning

culture so things are rather

long term

• The planning with several

options should something

happen and Plan B’s give a

sense of security

• High pressure tactics to get a

deal quickly are counter

productive

• Houses are (often) bought for

a life time

GERMANY

Business

PROBLEM

Chrysler key executives resigned

or replaced

Conflicting values, goals, orders

Departments heading in different

directions

Share price collapsed in 4 years

from 95 to 40

IMPACT

PROBLEM

SITUATION

Merger of German Daimler with US Chrysler

Was at its time one of the biggest and most

famous mergers

German “engineering company” together with

a company with a huge distribution network

IMMENSE CORPORATE CULTURAL CLASH

Daimler:

• Hierarchical, chain of command, authority

• Conservative, efficient, safe

• Reliability, highest quality

• Dominant and imposing

Chrysler:

• Team oriented, egalitarian

• Daring, diverse and creative

• Catchy designs, competitive prices

Case

Study 02

1998 Daimler payed

$ 38 Billion

2007 Cerberus payed

$ 7.4 Billion

Language barriers and how to overcome them

• Be conscious about areas

where small differences are

important (negotiations,

contracts etc.).

• Hiring of a local service

provider (attorney, translator)

may be the safest route

• A lot of people in

management positions speak

very good English BUT there are

exceptions!

• Avoid colloquialism and jokes –

they often don’t “travel well”

GENERAL

• English language skills are

generally very good

• German communication is

formal and people are

suspicious of hyperbole

• As the culture is direct you

should answer yes or no –

ambiguities are disliked

• Be careful of jargon

• Be specific

GERMANY

• While many managers speak

English it tends to be weaker

then in other countries and

sometimes non existent!

• Don’t use slang, colloquialism

and difficult vocabulary

• Speak slowly not louder

• Learn at least a few words

and key phrases and people

will appreciate your effort

ITALY

Business

Importance of hierarchy in different countries

• Most of the power is in the hands

of a few managers

• Large companies have a

supervisory board which appoints

the management board

• The management board is the

final decision maker on policy

matters that affects management

• Below the board strict hierarchical

approach with roles and

responsibilities tightly defined

GERMANY

• Very flat organizations

• Non hierarchical

• Collaborative decision making

• Pay differentials between

levels are very low

• Structures defined to be

pragmatic and to reduce

interruption

• Matrix management works

well in Sweden

SWEDEN

• Rigid hierarchy and

functionality with lots of

power for PDG (CEO)

• The PDG determines the

future direction of the

company

• Vision is disseminated across

the organization for

implementation

• Management style is

directive and top down

FRANCE

Business

When problems arise and flexibility, speed and quick

changes are needed Openness of communication and freedom

of information might look anarchic to you

WEAKNESS LOOK OUT

IMPACT

PROBLEM

Japanese reluctant to take

orders from “guests”

Negative impact on overall

efficiency

Cross department

communication was very weak

Daimler refused to make any

more investments

IMPACT

PROBLEM

SITUATION

• Daimler wanted foothold in Asia

• Created an alliance with Mitsubishi

• Ignored local practises and principles

• Imposed their own terms

MAIN DIFFERENCE WAS IN NATIONAL CULTURE

German:

• Strictly fact based, pragmatic, dry

• Hierarchical, structured, clear authority

• Giving orders

• Dominant and imposing

Japan:

• Value personal relationships

• Long term oriented

• Were seeing German managers as guests

Case

Study 03

Differences in presentation styles and techniques

• Very factual and numbers

oriented

• Supporting details are very

important – if not enough it

weakens your argument

• Putting truth and directness

above all

• Directness is seen as sign of

respect and fundamental to

finding correct solutions

GERMANY

• Formal presentations less used

than in other countries

• Presentations can seem stiff

and academic

• Usually smaller less formal

meetings

• Showing a lot of emotion and

being theatrical gives

importance to the issue

• Being reserved can be

misinterpreted as disinterest

ITALY

• Very important to start with

details to show audience

that you have mastered the

subject – building credibility

• Love and respect for

elegance of language and

sophisticated presentation of

ideas

• Admire logical well defined

ideas

• Drawing of distinctions is

almost an intellectual goal

FRANCE

Business

Deal making in - don’t try to negotiate with a German

like with a French

• Small talk and building

relationships are not priorities

• Negotiations have to be

supported by detailed

evidence backing up your

case

• Decisions are not made based

on sales technique or charm –

cold hard facts!

• Decisions are formed

methodically

• Do not try to rush or apply

pressure

GERMANY

• Italians prefer to do business

with someone they know –

introductions are key to

success

• Negotiations are slow

• Showing a sense of urgency is

seen as a sign of weakness!

• A typical tactic is to

dramatically change

demands at the very end to

unsettle partners or test heir

flexibility

ITALY

• More emphasis on

relationship building

• Direct, probing questioning

• Negotiations can become

passionate

• Argumentation is a means to

analyse your case

• Avoid exaggeration

• In a stalemate French will just

re-state their position – it is up

to you to take apart their

argument

FRANCE

Business

Unfortunately it sounded a lot like a

VERY vulgar word in several countries

The firm received complaints from

many organizations and individuals

as it was the name of the gas used

by the Nazi regime to murder millions

of Jews in concentration camps

CARS Honda had to rename a car called “FIT” in

Nordic countries

VACUUMS Electrolux, a Scandinavian manufacturer failed

by promoting his product in the US with the

slogan: “Nothing sucks like an Electrolux”

FURNITURE Ikea, a Swedish furniture company advertised

one of its workbenches in Canada as “Fartfull”

Customers had a lot of fun embarrassing the

sales people

SNEAKERS Umbro the UK sports manufacturer had to

withdraw its new sneakers called the Zyklon.

Examples of companies that got into trouble

because they did not consider cultural differences (2 of 2)

REASON IMPACT OF CULTURAL DIFFERENCES

Business etiquette

• Good manners and courtesy

are prized in Italy

• 15 minutes delay is normal

• Small talk is important

• Your conduct and the

presentation of yourself has to

be polished at all times

• There are etiquettes and

protocols for many situations

• However, Italians rate

considerateness above

behavioral formulas

• Dress to impress

ITALY

• Punctuality is important

• Humour is sometimes part of

business

• Business is rather formal

• Like to be rather understated

in their communication

• Feel most comfortable

interacting at their hierarchical

level

• Older statesmen are very well

respected for their aura

authority

UK

• Punctuality is a serious issue

• Don’t “waste peoples time” –

be direct, short and to the

point

• Emotions and unnecessary

content have no place in

conversations

• Small talk is to be avoided

• Humour has generally no

place in business

• Meetings are functional and

stick to an agenda with start

and finish times

GERMANY

Business

The role of Government in daily life and how it can

impact your business

• Government is heavily involved

in many aspects of life

• Nutrition for schoolchildren and

vending of junk food is

regulated

• National mandatory

healthcare of very high quality

• 24 months unemployment

insurance

• Stepping in when firms want to

close plants

• Stepping in for mergers/take

overs of or with French firms

FRANCE

• German federal Government

plays a crucial role in the

economy

• Several ministries are involved

(like Bundeskartellamt)

• Government policies have

wide ranging effects

• National mandated

healthcare supplemented by

private insurance

GERMANY

• Government involvement is

in between continental

Europe and the US

• It has mandatory national

healthcare

• Very limited unemployment

benefits

• Government is sometimes

stepping in when there are

takeovers of firms

UK

macro

Data protection standards in different countries

• The collection, processing and

use of personal data are strictly

regulated

• Takes data protection

extremely serious

• Many organizations appoint a

Data Protection Officer

• German law is unfortunately

not always clear

• Failure to comply with the law

can have significant

ramifications

GERMANY

• Subject needs to give

permission to the usage of

data

• Subjects can request to review

and correct held data

• Subjects can require that

information may not be used

for direct marketing

• Data must not be transferred

out of the EU unless country

ensures protection for the

rights and freedoms of data

subjects

UK

• Allow users to understand the

processing/use of their

personal data

• Define how long personal

data will be retained

• French authority launched

enforcement action against

Google (June 2013)

• Increased inspections of

organizations transferring

data into and out of France

• Coordinated action with 6

other countries

FRANCE

macro

PROBLEM

Key personal stayed in JLR

High motivation level

Trust between the companies

JLR was well integrated

IMPACT

WHAT DID TATA DO DIFFERENTLY?

SITUATION

Indian TATA acquired Jaguar Landrover (JLR)

• Despite being acquirer it did not impose itself

• Respected corporate and national culture

• Left existing management structure in place

• Motivated managers by giving goals and

challenging them but also working with them

• Help was given when requested

• Statements that it was Tata’s responsibility to take

care of JLR

• Willing to make investments if needed

• Tata visited JLR locations and requested feedback

Case

Study 04

Accounting Systems

• Somewhat closer to the US

model but still stricter

• Reports are geared toward

sophisticated users rather then

regulatory bodies

• The auditors judge whether the

statements demonstrate a "true

and fair view”

• “True and fair view” concept is

broader then US GAAP

UK

• Banks heavily influence the

accounting rules as they are

the main investors

• Accounting system is

extremely conservative

• Reporting system is geared

toward workers and investors

• Dividends are constrained

because of strict requirements

for significant reserves

• Disclosure of vast amounts of

information about firms (social

reporting)

GERMANY

• The government is involved in

the standard setting for

accounting

• Requirements for auditors are

quite stringent

• Executives can be held

accountable for a firms

bankruptcy

• Accounting rules are very

conservative

• Apply the "true and fair view"

like the British

FRANCE

macro

Cost of doing business

45% 66%

(up to) 47.5%

UK GERMANY FRANCE

24%-20% (21% IN ‘14)

34% 30%

UK GERMANY FRANCE

5.6 weeks (incl. Bank holidays)

9.5 weeks (worst case)

5 weeks (plus 9 public

holidays)

UK GERMANY FRANCE

21.9% 34.9% 31%

UK GERMANY FRANCE

Corporate Tax INCOME Tax

VACATION

LABOR

COST

Cop

What kind of due diligence

should you do before any business trip?

Research company and people you will meet. Opportunity to:

• ask informed questions and amaze people

• build good relationships

Do you need a translator?

Do you need specialized service firms (attorney, bank, consultans etc)? Business

What is of interest to you?

What do you want to get out of it? Be in control:

• show your hosts that you are interested

• tell them of personal time needed

Think of loved ones at home Personal

Visa required?

Vaccination needed? Not needed for Europe!

Weather - clothing

Formality of culture

General web research on peculiarities of culture „Look-outs“ Basics

Every trip is an opportunity to

expand our horizon and learn

something new!

GENERAL

INTERNET

INFORMATION

GOVERNMENT

OTHER

SOURCES • Expatriate organisations

• People having lived in that country for some time (info via Embassy)

Where can you get information about specific countries

and the peculiar differences in culture between them?

Bringing it full circle

How you can succeed in a different

environment

• At first glance terribly complicated

und frustrating

• Difficulty of remembering behavior

that go against who we are

• Fear of making a mistake

• Danger of appearing either

uneasy, low on self confidence or

fake

SUMMING IT UP

Treating Europe

as one culture?

Why knowing culture

is important

Stages of

awareness

Companies that

got into trouble

Case

studies

Details on country specific

differences in many

different categories

How to use your knowledge of cultural

differences to your advantage?

• Age old truth: People prefer to do

business with people they like

• Being sensitive to their “quirks” will help

you to be accepted as a trusted

business partner

• Since people like you it will be easier to

meet outside of business and gain

inside knowledge

• You can understand people and know

how to approach difficult topics

• Where your competitors will give up

you will persevere

• You know how to succeed in the long

term because you know how to make

it work with local people

GENERAL BUSINESS

How to use your knowledge of cultural

differences to your advantage?

• Understanding people gives you the

power to look through posturing

• Knowing what to expect will prevent

surprises

• Understanding culturally ingrained

behavior will prevent you from falling

into negotiation traps

• You suddenly have the power to fine

tune your offer/presentation to make it

more appealing to your counterpart

• Do you have to be introduced via a

business partner or does your offer stand

on its own because of facts and figures?

• Should you take it slow or try high

pressure tactics?

NEGOTIATIONS

Is there a magic bullet to help you solve this

complicated understanding of differences?

There is no magic bullet or

secret recipe you can follow

Accept that you will make some

mistakes/ avoid the big ones

Learn as much as you can

about the country you will

do business in

Realize that things that appear

bizarre to you will be just that

way the other way around

Pick out the things that interest you

personally and show interest about it to

your host – everyone loves to show off

something about their own country

Get trusted local help

Show passion about the business

rather then the money

THANK

YOU

CHRISTIAN HOFER

hofer@hcp-consulting.org