Do's and Taboos: Cultural Aspects of International Business —By M. Katherine GloverUnderst

Do's and Taboos: Cultural Aspects of International Business

—By M. Katherine Glover

Understanding and heeding cultural variables is one of the most significant aspects of being successful in any international business endeavor. A lack of familiarity with the business practices, social customs, and etiquette of a country can weaken a company's position in the market, prevent it from accomplishing its objectives, and ultimately lead to failure.

As business has become increasingly international and communications technology continues to develop, the need for clearly understood communication between members of different cultures is even more crucial.

Growing competition for international markets is another reason that companies must consider cultural distinctions. As Secretary of Commerce Robert Mosbacher indicated, "American companies have to rely on all available tactics for winning in the global marketplace today. Learning international business diplomacy should be the first step they take."

Customs vary widely from one country to another. Something with one meaning in one area may mean the opposite somewhere else. Some of the cultural distinctions that firms most often face include differences in business styles, attitudes towards development of business relationships, attitudes to wards punctuality, negotiating styles, gift-giving customs, greetings, significance of gestures, meanings of colors and numbers, and customs regarding titles.

American firms must pay close attention to different styles of doing business and the degree of importance placed on developing business relation ships. In some countries, business people have a very direct style, while in others they are much more subtle in style. Many nationalities value the personal relationship more than most Americans do in business. In these countries, long-term relationships based on trust are necessary for doing business. Many U.S. firms make the mistake of rushing into business discussions and "coming on too strong" instead of nurturing the relationship first. According to Roger Axtell in his book Do's and Taboos of Hosting International Visitors, "There is much more to business than just business in many parts of the world. Socializing, friendships, etiquette, grace, and patience are integral parts of business. Jumping right into business discussions before a get-acquainted interlude can be a bad mistake."

Charles Ford, Commercial Attach6 in Guatemala, cites this cultural distinction as the greatest difference between the American and Guatemalan styles of doing business. The inexperienced American visitor, he claims, of ten tries to force a business relationship. The abrupt "always watching the clock" style. rarely works in Guatemala. A better informed business executive would, he advises, engage in small talk about Guatemala, indicate an interest in the families of his or her business associates, join them for lunch or dinner, and generally allow time for a personal relationship to develop. Solid business opportunities usually follow a strong personal relationship in Guatemala. This holds true for Latin America in general;

Building a personal rapport is also important when doing business in Greece, according to Sondra Snowdon, President of Snowdon's International Protocol, Inc., a firm that trains and prepares executives in cross-cultural communications. Business entertaining is usually done in the evening at a local taverna (咖啡厅), and spouses are often included. The relaxed atmosphere is important to building a business relationship based on friendship.

Belgians, however, are the opposite, Snowdon says. They are likely to get down to business right away and are usual

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