Professional Communication Manual For European Countries

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TABLE OF CONTENTS
I. INTRODUCTION _______________________________________________________________ 1 II. ABOUT E.U.R.O. ______________________________________________________________ 2 A. Member Biographies _______________________________________________________ 2 III. FRANCE ____________________________________________________________________ 4 A. Introduction _____________________________________________________________ 6 B. Economic Overview ________________________________________________________ 6 C. French Culture ___________________________________________________________ 7 D. Negotiation ______________________________________________________________ 8 E. Helpful Hints _____________________________________________________________ 9 F. Closing __________________________________________________________________ 10 G. References _______________________________________________________________ 11 IV. GERMANY __________________________________________________________________ 12 A. Introduction _____________________________________________________________ 14 B. Economic Overview ________________________________________________________ 14 C. German Culture ___________________________________________________________ 14 D. Negotiation ______________________________________________________________ 15 E. Helpful Hints _____________________________________________________________ 16 F. Closing __________________________________________________________________ 17 G. References _______________________________________________________________ 18 V. SPAIN _______________________________________________________________________ 20 A. Introduction _____________________________________________________________ 22 B. Economic Overview ________________________________________________________ 22 C. Spanish Culture ___________________________________________________________ 22 D. Negotiation ______________________________________________________________ 24 E. Helpful Hints _____________________________________________________________ 26 F. Closing __________________________________________________________________ 26 G. References _______________________________________________________________ 27 VI. GREECE ____________________________________________________________________ 28 A. Introduction _____________________________________________________________ 30 B. Economic Overview ________________________________________________________ 30 C. Greek Culture ____________________________________________________________ 31 D. Negotiation ______________________________________________________________ 32 E. Helpful Hints _____________________________________________________________ 34 F. Closing __________________________________________________________________ 34 G. References _______________________________________________________________ 35
VII. ALBANIA __________________________________________________________________ 36 A. Introduction _____________________________________________________________ 38 B. Economic Overview ________________________________________________________ 38 C. Albanian Culture __________________________________________________________ 38 D. Negotiation ______________________________________________________________ 39 E. Helpful Hints _____________________________________________________________ 40 F. Closing __________________________________________________________________ 41 G. References _______________________________________________________________ 42 VIII. ICELAND _________________________________________________________________ 44 A. Introduction _____________________________________________________________ 46 B. Economic Overview ________________________________________________________ 46 C. Icelandic Culture __________________________________________________________ 46 D. Negotiation ______________________________________________________________ 47 E. Helpful Hints _____________________________________________________________ 48 F. Closing __________________________________________________________________ 48 G. References _______________________________________________________________ 49 IX. TURKEY ____________________________________________________________________ 50 A. Introduction _____________________________________________________________ 52 B. Economic Overview ________________________________________________________ 52 C. Turkish Culture ___________________________________________________________ 53 D. Negotiation ______________________________________________________________ 54 E. Helpful Hints _____________________________________________________________ 55 F. Closing __________________________________________________________________ 56 G. References _______________________________________________________________ 57 X. CLOSING ____________________________________________________________________ 58 XI. APPENDICES ________________________________________________________________ 62 A. Appendix A: Country Demographics __________________________________________ 64 B. Appendix B: e European Union _____________________________________________ 66 XII. CONTACT INFORMATION ______________________________________________________ 70 XIII. NOTES ___________________________________________________________________ 71
INTRODUCTION
e purpose of this manual is to provide an easily understood reference for helping American professionals communicate eectively during business negotiations in European countries. As international work becomes increasingly frequent in todays globalized economy, it is essential for professionals to understand how to communicate with businesspeople from countries outside of the United States. If American professionals do not understand the intricacies of foreign countries styles of business communication, they run the risk of experiencing issues with miscommunication and oending local professionals. erefore, Americans who work abroad in Europe must understand the signi cant cultural dierences between each country they travel to, as well as the dierences between European Union (EU) and non-EU countries, in order to succeed in todays competitive business environment. We focus on both countries in and out of the EU for two main reasons. First, the countries discussed in this manual that are outside of the EU (i.e., Albania, Iceland, and Turkey) are expected to join it in the relatively near future. Historically, countries have experienced an economic boost directly aer joining the EU, so we anticipate an increase in business once the countries are accepted into the EU.1 us, more American professionals will most likely work in these countries, and our manual will help them do so eectively. Second, many professionals will conduct business in more than one European country. Dierent economic structures beget dierent business communication styles, so it is essential for American professionals to understand the styles within the EU and outside the EU. To this end, this manual provides an easy-tounderstand guide on how to interact and conduct negotiation in seven European countries, four of which are in the EU and three of which are outside of the EU. In this section, we highlight why the manual is eective and explain how to go about using it eectively. e next section provides important background information about E.U.R.O., along with brief biographies of each team member. Aer that, we move on to the seven country-speci c analyses of international, professional communication, each of which includes relevant background information and pragmatic techniques and explanations of business negotiation. We nish by brie y reviewing the information contained in our manual and present useful appendices for American professional communication in Europe. We present and layout the manual in this way so that professionals can learn about how to conduct business in foreign countries with ease and eciency. Business people who are on the go may skim sections and retain key elements of negotiation and communication, while individuals searching for an in-depth analysis of business communication can do so by reading the sections thoroughly. We recommend reading the Economic Overview and Culture sections rst, as they provide important background information that is helpful to know before reading the Negotiation section.
European Commission: Economic and Financial Aairs, Enlargement: Good for All, http://ec.europa.eu/economy_ nance/een/013/article_8879_en.htm, accessed May 2013.
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ABOUT E.U.R.O.
e Enterprising Undergraduate Research Organization (E.UR.O.) is a research organization that focuses primarily on professional communication in European countries. All of its members have travelled in countries outside of the United States and therefore appreciate the importance of understanding cultural dierences, especially in professional settings. E.U.R.O. continues to research and analyze the inner workings of European business negotiation to aid American professionals who are visiting or living abroad in communicating eectively and professionally with their European counterparts. e following are brief biographies of E.U.R.O.s founding members:
JOSE MENDOZA
Jose Mendoza is originally from Palmdale, CA. He is graduating this summer with a B.A. in Global Studies from the University of California, Santa Barbara. While studying abroad in Paris, France, for the 2012-2013 Fall Semester he took a course in international business and participated in an intensive French language program. During his time abroad Jose became aware of the economic and political importance of France in the EU. Aer graduation, Jose plans to work for a nonpro t organization or Americorps.
EVERETT ALLEN
Everett Allen is a third-year Economics major at the University of California, Santa Barbara, and plans to graduate in the spring of 2014. He is originally from the East Bay in Northern California but travelled in Europe and plans to backpack in the region aer college. He is particularly interested in nance and the economy, especially Germanys. He is fascinated by its leaders ability preserve its economy, as well as its role in in the EU.
BRENNAN HOGAN
Brennan Hogan is a fourth-year student at the University of California, Santa Barbara. He will be graduating in June of 2013 with a B.A. in Political Science and a minor in Spanish. Originally from San Diego, California, Brennan studied in Spain during the Fall semester of 2012-2013, during which he was able to witness rsthand the eects of the economic crisis in Spain. is experience fostered an interest in the Spanish economy and motivated him to investigate the business culture of Spain.
CYNTHIA RODRIGUEZ
Cynthia Rodriguez is a sophomore at the University of California, Santa Barbara, where she is currently pursuing a B.S. in Biopsychology. She is originally from Northridge, California. Cynthia has multiple experiences working with a group to build a single project and looks forward to the opportunity to build a collaborative manual. Her section of the manual will focus on Greece, the country where democracy was born. Greeces economy is faltering in present times and new businesses are necessary to enrich the economy.
BERENICE MUOZ
Berenice Munoz, originally from Sacramento, California, is a graduating senior at the University of California, Santa Barbara. She is earning her B.A. in English with a specialization in Literature and the Mind and a minor in TESOL. In the near future she hopes to get her TESOL certi cate and teach English as a second language abroad.
JOSHUA VALDEZ
Joshua Valdez is from Fullerton, California. As a third-year Global Studies major at the University of California, Santa Barbara, his coursework includes studying world ideologies, development economics, foreign languages, and con ict resolution. In the fall of 2012 Joshua had the opportunity to study abroad in Crdoba, Spain. It was in Europe that Joshua realized his passion for global issues and decided to pursue an international career. Aer graduation Joshua plans on volunteering with local NGOs in order to gain experience for the Peace Corps. Eventually Joshua plans on attending graduate school for International Relations and hopes to apply to the United Nations Young Professionals Program.
CLAIRE BADGER
Claire Badger grew up in Alaska and Northern California. Claire will graduate from University California Santa Barbara with a double-degree in Global and International Studies and Religious Studies. Claire studied abroad in Ankara, Turkey, in 2011-2012, an experience that has aorded her rst hand knowledge of the region and drives her commitment to this project.
FRANCE
ere is no pleasure to me without communication: there is not so much as a sprightly thought comes into my mind that it does not grieve me to have produced alone, and that I have no one to tell it to 1 . Michel de Montaigne (French Renaissance writer)
ECONOMIC OVERVIEW
France is gradually improving despite the economic crisis that aected much of the EU. Economic morale is gaining momentum, with the worst part of the crisis believed to be over. According to Moodys Corporation, the French economy continues to have a credit rating of A25 . is rating suggests a basic and stable business environment with a low probability of corporate default6 . In addition, according to the International Monetary Fund, France currently ranks 27th in the world for starting a business in 20137 . Two recent reforms have contributed to a renewed sense of con dence. First, a tax credit was introduced that reduces payroll taxes for companies on the lowest salaries. Secondly, a labor law was passed which will reduce the cost of ring and simplify legal challenges to layos8 . e French governments priority is ensuring that the investment climate continues to be attractive to foreign investors9 . Finally, German and French leaders have urged the mobilization of the six billion euro fund to stimulate job creation and encourage companies to hire young workers10. Figure 1 shows that France's GDP is expected to decline 0.3 percent in 2013 but rebound to a possible growth of 0.8 percent in 2014. Current Business Prospects France's economy is in the midst of shiing from extensive government ownership and intervention to relying more on market mechanisms. e government has already fully or partially privatized many large companies, banks, and insurers11 . Frances economic freedom score is 64.1, making its economy the 62nd freest in the 2013 index. France is ranked 30th out of 43 countries in the European region, and overall score is higher than world average. is freedom will all improve 6
is quote demonstrates the importance of communication to the French. Communication is a not only a part of business culture but a part of national identity. e French appreciate a sophisticated exchange of ideas and view debate as an art form2 . Business communication with the French may seem like a dicult endeavor. However, this section of the manual provides American professionals with the con dence and knowledge to conduct successful business interactions in France. France continues to be an excellent location for business. e country is currently the second largest economy in the EU and the h largest economy in the world in terms of GDP3 . Furthermore, according to data from the World Bank, France is the worlds most visited country this year4 . As one of the founding members of the EU, France also continues to play an important role in EU policy. e future success of the EU will depend heavily on the economic success of France. is section will lay the fundamental principles for successful business communication in France. e following information will be covered in this section. First, readers will be provided with an economic overview, and then important cultural values will be presented. Most importantly, readers will be provided with key skills to conduct negotiations from start to nish. Finally, the helpful hints section will leave professionals feeling even more con dent about their business ventures in France.
Figure 1: France GDP Source: http://www.economist.com/blogs/graphicdetail /2013/05/european-economy-guide
Figure 2: France Economic Freedom Source: http://www.heritage.org/index/country/france
eciency and productivity. e State will be forced to continue privatization contributing to even greater opportunities. Figure 2 shows the economic freedom of France compared to the world. Foreign investors say they are attracted to France by its skilled and productive labor force, good infrastructure, technology, and central location. e Leading sectors considered to oer the best prospects for U.S. business in France are:

billion dollars in commercial transactions take place between France and the U.S. every day, with the U.S. being France's sixth-ranked supplier and its sixth-largest customer12 . Finally, an increased interest in American culture by young adults will create a new market for American products.
FRENCH CULTURE
It is important to keep in mind that France is a high context culture13. Many aspects of cultural behavior are not made explicitly. Initially, connections will be dicult to make. However, respect will be earned by showing a sincere interest in French culture. e French are extremely proud of their status in the world and their historical heritage. Knowledge of basic French cuisine, art, history, politics, or language will only aid in establishing a business relationship. Professional Values Cultural identities play a crucial role in French business. e following key values will help to better understand the French business environment as well as general culture.
Computers and Soware Aircra and Parts Travel and Tourism Safety and Security Equipment Computers and Peripherals Telecommunication Equipment Medical Equipment Automotive Parts
Along with these sectors France is also a favorable location for sales of U.S. goods and services. Trade and investment between the U.S. and France are strong. On average, over 1 7
Privacy: In a business situation the French dislike talking about their personal lives. Avoid asking personal questions related to occupation, salary, age, family or children unless you have a well-established friendship. Also, being too friendly will create uncomfortable situations in a business setting14 . Individualism: e French have a passion for uniqueness and freedom of opinion. Many people prefer to work alone than in groups. Competition is high in a desire to be dierent. For this reason, education is held in high regard to avoid being in uenced by others15. Uncertainty: e French carefully examine every detail before making decisions. Structure, rules, and security are welcome in order to avoid stress. Every argument must be carefully supported and every question must be asked. Taking risks is preferred. Patience and not appearing rued are essential16. Formalism: e French take serious pride in their work. ey remain reserved in a business setting usually being very direct in speaking or making eye contact. is must not be taken as rudeness but instead viewed as a sign of respect. e French are classy individuals who emphasize courtesy. Respect must be clearly shown by addressing peers and authority with the proper titles. ese four professional values will go a long way in understanding French culture as a whole. In a country that holds culture so highly the distinction between businesses cannot be easily made. Cultural Awareness Being culturally aware involves keeping an open-mind. It is important to realize that the French embrace their uniqueness but at the same time Americans have a lot of things in common with the French people. Much of the same history and national principles are tied
together. Working in France oers an opportunity to learn more about these common ties. Family: Much of French society is closely tied to their family structure. Each member of the family has speci c duties and responsibilities. Just like in a business relationship mutual trust and respect is required to get things done. Most French are part of a tight knit group developed over many years. Coworkers must sincerely like each other for things to get done. Family values are still present in the business structure. A careful balance of the family business and family at home must be managed successfully. Language: As previously mentioned having some basic knowledge of French culture is extremely important. Possibly the most important thing to know is basic French words. e French consider their language to be the most eloquent and beautiful in the world. Be willing to accept pronunciation errors and that choppy language will be a source of humor. However the French will appreciate the eort. Figure 3 shows simply greetings that will have a big impact in developing a relation
NEGOTIATION
e French embrace negotiation. It oers an opportunity to show how educated they are and to analyze dierent positions. However, during negotiation it is important to remain respectful and converse rather than lecture. Everyone will be challenged about their ideas. For the French, negotiation is viewed as a logical exercise. Negotiation is a long-term procedure that leads to the best decision. In conducting business communication one must realize that decisions will be made very slowly. Greetings and Introductions A light handshake is a common form of greeting. Followed by Bonjour Monsieur or Bonjour Madame. A light kiss on the cheek is 8
usually reserved for friends. Smiling will be met by indierence so it is better to limit it as much as possible. Business cards are exchanged aer every introduction. Having the back of the card translated in French will earn key points. Table 1 shows basic greetings that will have a big impact in a business setting. Using these words will help solidify a good rst impression.
GREETINGS Hello Good day Good evening Good night Hi Good bye See you soon Table 1: French Greetings Source: http://www.smartphrase.com/French/fr_general_words _phr.shtml Bonjour Bonjour Bonsoir Bonsoir Salut Au revoir A bientt
spect will be earned by logically presenting ideas with support and intellect. It is essential to not force personal views on others but to respectfully address opposing arguments. Organized and respectful confrontation is viewed as productive. Without debate or disagreements the best decision cannot be made. Interruptions are common but if one can repeatedly support their position peers will only show respect. However, being unprepared to answer dicult questions will have the opposite eect. Corporate Structure France follows a strict hierarchal system. Bosses are oen authoritative and dictatorial. Senior management is highly educated and experienced. e nal decisions rest solely with these ocials. ey will enforce strict implementation of decisions. From entering a room to sitting everything is done according to status. One must work with all levels of the company to ensure movement up the latter.
HELPFUL HINTS
is section outlines a basic hint that will further aid business communication. e Rude French Myth Many stereotypes surround the French and American relation. Americans believe that the French hate Americans. However, this is not the case. e French have a general interest to learn about other cultures. To be successful it is important to forget about common stereotypes. Also, Americans should take the opportunity to talk about stereotypes that the French may have towards Americans. For the most part, it is true that the French are more conservative and serious. e French nd it dicult to converse with strangers. Avoid speaking loudly or making too much eye contact in public settings. Overall, keep an openminded attitude and dont make assumptions.
Meetings Business meetings are extremely formal. Appointments are required and should be made at least two weeks in advance. Keep in mind that July and August are vacation months. Most importantly, during the meeting follow directions and listen attentively. e goal of meetings is to discuss issues not to make decisions. In addition, one should dress to impress. Men should wear dark colored conservative suits while women have the option to wear so colored dresses that are not a clear distraction. Communication Speaking is viewed as an art to the French. Arguing is looked at in a positive light. Re9
CLOSING
France continues to be an excellent location for American professionals. Succeeding in France during its time of reform will give American professional valuable skills that will carry them far in future careers. Evidence suggests that the French economy is once again making progress. American professionals must act soon to take advantage of the new opportunities that will arise. In Summary, this section provides the reader with the necessary konwledge to successfully conduct business interactions in France. e following points were covered:
Economic Overview - provided the current economic condition as well as future growth potential. French Culture - presented professional values and sensitivities. Negotiation - provided information from greetings to navigating the corporate ladder. Helpful Hints - presented other business related speci cs.
Please do not hesitate to consult further information at the end of this section. E.U.R.O is committed to ensure your success abroad.
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Endnotes
BrainyQuote. Xplore, n.d. Web. 05 June 2013. <http://www.brainyquote.com/quotes/authors/m/mic hel_de_montaigne.html>.
1
Foreign Translations, Inc." French Business Etiquette Tips. N.p., n.d. Web. 04 June 2013. <http://www.foreigntranslations.com/languages/frenc h-translation/french-business-etiquette/>.
11
"Doing Business in France | French Social and Business Culture." Intercultural Training Courses. N.p., n.d. Web. 04 June 2013. <http://www.communicaid.com/cross-cultural-traini ng/culture-for-business-and-management/doing-busi ness-in/French_business_culture.php>.
2
"France-French Culture,Customs, and Etiquette." Kwintessential. N.p., n.d. Web. <http://www.kwintessential.co.uk/resources/global-et iquette/france-country-pro le.html>.
12
"Central Intelligence Agency." CIA. N.p., n.d. Web. 04 June 2013. <https://www.cia.gov/library/publications/the-worldfactbook/geos/fr.html>.
3
Ronin, Kara. "Ten Tips on French Etiquette." e Local. N.p., 04 Mar. 2013. Web. <http://www.thelocal.fr/20130304/top-ten---french-b usiness-etiquette>.
13
"Doing Business in France - World Bank Group." Doing Business in France - World Bank Group. N.p., n.d. Web. 04 June 2013. <http://www.doingbusiness.org/data/exploreeconomi es/france/>.
4
"Language and Values." Language and Values. N.p., n.d. Web. 04 June 2013. <http://acad.depauw.edu/~mk nney/teaching/Com2 27/culturalportfolios/france/newfrance/values.htm>.
14
Moody's - Credit Ratings, Research, Tools and Analysis for the Global Capital Markets." Moody's Credit Ratings, Research, Tools and Analysis for the Global Capital Markets. N.p., n.d. Web. 05 June 2013. <http://www.moodys.com/>.
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"France - Cultural Etiquette - E Diplomat." France Cultural Etiquette - E Diplomat. N.p., n.d. Web. 04 June 2013. <http://www.ediplomat.com/np/cultural_etiquette/ce _fr.htm>.
15
Ibid.
"Export.gov - France - Doing Business in." Export.gov - France - Doing Business in. N.p., n.d. Web. 04 June 2013. <http://export.gov/france/doingbusinessinfrance/ind ex.asp>. DiLORENZO, SARAH. "IMF: France Needs More Economic Reforms to Keep up." Yahoo! News. Yahoo!, 28 Feb. 0000. Web. 04 June 2013. <http://news.yahoo.com/imf-france-needs-more-eco nomic-reforms-keep-094621621.html>.
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"Building Business Relationships in the FrenchSpeaking World." Angelika Blendstrup Associates. N.p., n.d. Web. 04 June 2013. <http://www.professional-business-communications. com/building-business-relationships-in-the-francoph one-diaspora>.
16
Ibid.
Bonjour Paris - Business in France - Culture, Food, and Formality." Bonjour Paris - Business in France Culture, Food, and Formality. N.p., n.d. Web. 04 June 2013. <http://www.bonjourparis.com/story/business-in-fra nce-culture-food-and-formality/>.
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GERMANY
Let everyone sweep before his own door. German Proverb1
e purpose of this section is to provide insight on how to communicate in a German professional setting. e quote above describes an important aspect of German business. Speci cally, managers avoid interfering with their employees work. German professionals abide by this management style and other speci c and unique ways of conducting business. Because of this reason, the current volatile European economy, and augmented professional competition, it is vital for American businesspeople working in Germany to understand how to interact with German colleagues and superiors. Economically, it is the heart of the European Union, and the countrys professionals have a deep-rooted culture. e following sections outline how to conduct negotiation and business in Germany, from a United States natives perspective. We rst highlight important background information about Germany. en, we focus on its overall culture, and nally, we analyze how to successfully conduct business with Germans.
otal role in the revival of the European Union. In March of 2013, German Chancellor Angela Merkels cabinet agreed on a plan to achieve a balanced budget by 2014.3
3.700 2.775 1.850 0.925 0 2007 2008 2009 2010 2011 2012 GDP in Trillions of Dollars Figure 1: German GDP 4
ECONOMIC OVERVIEW
e purpose of this section is to outline Germanys economy and prospects of currently conducting business there. Additional demographics are located in Appendix A. Germany has the h largest economy in the world in PPP terms and Europes largest. Its highly skilled labor force drives its economy, and it is a leading exporter of machinery, chemicals, vehicles, and household appliances.2 Reforms from 1998-2005, which worked to reduce unemployment and increase economic growth, led to a relatively mild increase in unemployment during the Great Recession of 2008. Since then, Germanys increasing GDP and productivity (shown in Figure 1) played a piv-
Current Business Prospects Germany is ranked the 20th best country for doing business in 2013.4 Since aer the 2008 recession, economists have studied German economical tactics due to their superior monetary success compared to their European counterparts. e countrys leaders, managers, and workers focus on technical education rather than the science of business.5 us, technical experts, who precisely and mechanically understand their business, more oen run companies. For these reasons, Germany is a great potential business prospect as long as professionals are technically competent.
GERMAN CULTURE
e following sections outline key aspects of German culture that directly eect business communication. Germany is a low context culture, meaning communicators are explicit and clearly explain the meaning of their words. Listeners carefully consider everything said. erefore, choosing words wisely is critical and speaking on impulse is potentially detrimental. e following points summarize key aspects of Germanys professional culture. 14
Hierarchy: German businesses have clear and distinct hierarchal structures. A few managers carry the power for most companies, while larger companies supervisory boards appoint management boards, which then share most of the power. Facts: Expect to reinforce presentations, pitches, and arguments with logical and impartial facts. Germans are rarely swayed by intuition. Seriousness: In Doing Business with Germany, Jonathan Reuvid states, Business is serious business.6 Germans only use humor relevantly in professional settings. However, the more serious the work, the more serious the workers are. Planning Society: Professionals schedule meetings one to two weeks in advance. Meticulous planning provides security, and business peoples failure to complete tasks by deadlines indicates an inability to plan, which Germans consider a weakness. e following two sections outline values Germans respect and admire, as well as cultural sensitivities to keep in mind. Professional Values Germans value diligence and competence, and most have little patience for ineptitude. ey are short-term oriented and highly individualistic, sometimes causing sensitivity to public criticism.7 Germans focus more on the parent-child relationship than that of distant relatives; they also value self-actualization, while maintaining a strong sense of tradition. Germans consider being late or early rude and unprofessional, and objective facts are crucial to policymaking and problem solving. German business negotiation encompasses the cultures rigid rules, cleanliness, and planning style.
Cultural Awareness In 1990, East and West Germany, depicted in Figure 2, became one country again aer 41 years of separation by the Berlin Wall. East Germany (or formally known as the German Democratic Republic) was less economically stable than West Germany (or the Federal Republic of Germany) due to the Easts socialization for four decades. Although the government restored infrastructure in East Germany, people in each side of the country still demonstrate ideological dierences. For example, only 27% of easterners think that Germans have uni ed in the last 20 years, according to a recent poll.8
Figure 2: East and West Germany
NEGOTIATION
e following sections highlight important aspects of German negotiation. In general, the business atmosphere in Germany mirrors their social culture. Germans expect punctuality, structure, competence, preparedness, and technical know-how in a professional setting. Greetings and Introductions According to Mind Your Manners, by Joachim Gra and Gretchen Schaupp, individuals with higher rank introduce others in business, and rank refers to an individuals professional position in corporate hierarchy, and not his or
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her seniority9 If possible, when sitting at a desk, stand up and greet individuals by walking around your desk- this shows respect. Greet individuals with a brief, rm handshake, maintaining eye contact. Be aware of personal space (stand about an arms length distance away from individuals10 ), and address persons by their rst name only if asked to do so. Meetings Managers conduct meetings with strict and thorough agendas and follow a methodical approach. Generally, Germans expect to reach a conclusion by the end of a meeting. ey prepare extensive research and data to defend claims. Debate in the workplace is direct, sometimes creating heated conferences, but Germans believe this is how to arrive at correct conclusions. Additionally, because workers are specialists rather than generalists, individuals usually speak about their area of expertise and are not necessarily supposed to have an opinion about every subject of a meeting. Finally, if Germans take long to complete a deal, be patient. Most likely they are scrutinizing every detail, but if professionals strike a deal, they rarely change their minds.11 Communication In Doing Business with Germany, Reuvid explains that the content of the message is more important than how it is stated.12 Germans are direct, and as a low context culture, they expect overt and straightforward communication. For example, Germans use the word mssen (have to) in business interaction frequently. Truth and frankness, rather than diplomacy, is a sign of respect. Most Germans state their skills honestly and factually, which some American businesspeople incorrectly perceive as arrogance. Figure 3, below, translates important business statements from English to German.
English I have an appointment at 3 oclock with I need to see Id like to speak with Mr./Ms. Smith. Please/ank you. Good day. Figure 3: Business phrases
German Ich habe einen Termin um 3 Uhr mit Ich mchte zu Ich mchte Herrn/Frau Smith sprechen. Bitte/Danke. Guten tag.
Corporate Structure Managers are technically strong, compared to the general strength of many managers in the United States. ey frequently rise from the bottom of the company, which increases their employees respect for them and shows that they have technical pro ciency. Individuals asked to manage teams in Germany who are from elsewhere and lack technical pro ciency lose a key quali cation for their employees and coworkers respect.13 Managers assign tasks to those technically competent for them, and their employees expect little interference while completing duties and assignments. us, instructions must be unambiguous. Additionally, the chairman tends to have signi cantly less power than those in other countries, and due to Germanys strict hierarchal tendencies, employees are aware of speci c tasks and goals they are assigned. Lastly, although workers can disagree with their superiors, they never do so in public.
HELPFUL HINTS
e following sections outline key miscellaneous points that arise during business negotiation in Germany. Gi Giving Small gis are polite, but Germans may misinterpret considerable gis, especially if received before professionals reach an agreement. Give 16
gis for social events but nothing too expensive. Fine chocolates or imported liquor are appropriate for a social gathering.14 Meeting Etiquette Many times, Germans rap their knuckles against desks, rather than applaud. Also, bring plenty of business cards with particulars about background and quali cations.15 Entering a Room Women enter a room aer men if their age and rank are similar. Additionally, many
Germans work with their door closed. Knock before entering a room, and wait for permission to do so.16
CLOSING
e previous sections explain how to conduct business negotiation in Germany. Remember the following summarizing tips when communicating with German professionals: Bring facts. Be punctual. Be direct. Plan ahead.
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Endnotes
Special Dictionary, World Proverbs, http://www.special-dictionary.com/proverbs/keywords/ sweep/, accessed May 2013.
1
Central Intelligence Agency, e World Factbook, https://www.cia.gov/library/publications/the-world-fact book/geos/gm.html, accessed May 2013.
2
Communicaid, Doing Business in Germany, http://www.communicaid.com/access/pdf/library/cultu re/doing-businessin/Doing%20Business%20in%20Germany.pd n/Doing %20Business%20in%20Germany.pdf, accessed May 2013.
15
e Wall Street Journal, Germany Settles on Budget, http://online.wsj.com/article/SB1000142412788732407 7704578358181614522580.html, accessed May 2013.
3
Doing Business, Germany, http://doingbusiness.org/data/exploreeconomies/germa ny/, accessed May 2013.

4
Kwintessential, Germany- Language, Culture, Customs, and Business Etiquette, http://www.kwintessential.co.uk/resources/global-etiqu ette/germany-country-pro le.html, accessed May 2013.
16
World Business Culture, Business Culture in Germany, http://www.worldbusinessculture.com/Business-in-Ger many.html, accessed May 2013.
5
Reuvid, Jonathon, Doing Business with Germany. GMB Publishing, 1999, p. 63.
6
e Hofstede Center, Germany, http://geert-hofstede.com/germany.html, accessed May 2013.

7
Financial Times, East and West German Dierences Remain, http://www..com/cms/s/0/613b074a-c8af-11de-8f9d-0 0144feabdc0.html#axzz2UYhXn9NQ, accessed May 2013.
8
Joachim Gra and Gretchen Schaupp, Mind your Manners: Tips for Business Professionals Visiting Germany, (CO.IN. Media, 2009), e-book, accessed May 2013.
9
Buzzle, Cultural Dos and Donts in Germany, http://www.buzzle.com/articles/cultural-dos-and-donts -in-germany.html, accessed May 2013.
10 11 12 13 14
Ibid. Mind Your Manners. World Business Culture.
Global Edge, Germany: Culture, http://globaledge.msu.edu/countries/germany/culture, accessed May 2013.
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21
SPAIN
We do not base our future by trusting the economic recovery will make our pro ts grow. On the contrary, we are very conscious that it is up to us toexecute the strategies that allow us to attain our goals. Alfredo Sanz (CEO, Santander Bank)1
is statement by Alfredo Sanz, the CEO of one of Spains largest banks, illustrates the principle of uncertainty avoidance, an important value in professional conduct in Spain. is value is one of many signi cant customs for Spanish professional communication and behavior. is section of the manual will cover these professional customs, as well as provide information that will aid American professionals in the negotiation process with Spanish counterparts. First, this section will give readers a brief overview of the current state of the Spanish economy, aer which it will discuss elements of more general Spanish culture that are useful to know about for negotiation and other business interactions. A detailed look at negotiation in Spain will follow that and the section will nish by providing a few concise and easy-to-skim helpful hints. By the end of this section, readers should have a rm grasp on Spanish business culture and feel con dent and prepared to negotiate in Spain.
vestment are suering as a result of eorts by the Spanish government to alleviate the eects of the crisis. With a large budget de cit and below-average economic growth prospects, Spains economic troubles have hurt both the public and private sectors. Yet there are still reasons to remain optimistic: exports have shown signs of resiliency and the Spanish government has instituted economic recovery plans that have reduced the de cit from 11.2% of GDP in 2010 to roughly 7.4% in 2012. us, although there is no denying Spain is currently experiencing severe economic troubles, the governments ongoing eorts to reduce spending and increase exibility in the labor market should be encouraging to American investors and professionals.2 Current Business Prospects In 2013, Doing Business ranked Spain 44th out of 185 economies for its overall ease of doing business.3 To arrive at this ranking, Doing Business aggregated multiple topics into the ease of doing business index (Figure 1). As depicted in the chart, Spain ranked fairly well in most categories, especially considering the current state of its economy. Additionally, the Doing Business ranking is of course not the only ranking, with Forbes ranking Spain as 33rd for the best countries for business.4 ese rankings should serve to assuage fears that the Spanish economy is currently un t for businesspeople.
ECONOMIC OVERVIEW
Put quite simply, Spain is deep in the midst of a deep economic crisis at the moment. Aer almost 15 years of steady GDP growth, the Spanish economy was hit hard by the economic crisis in 2007 and ocially entered into a recession in 2008. ough GDP expanded by 0.4% in 2011, it has contracted every year other than that since 2008. From 2007 to 2012, unemployment grew 18% and is now hovering around a striking 26% of the Spanish population, and domestic demand and in-
SPANISH CULTURE
Spanish culture has been evolving for centuries, and is as multifaceted and complex as any. For a detailed look at ethnic groups, religions, and other demographics in Spain, see Appendix A. While professionals may have limited use for reading about cultural customs like regional cuisine or Spanish art styles in a manual on professional communication, there are certain values in Spanish culture that are 22
Figure 1: Topics included in the ease of doing business index

Source: http://www.doingbusiness.org/~/media/giawb/doing%20business/documents/pro les/country/ESP.pdf
relevant and important to professional communication and business interaction. is section highlights what those values are and demonstrates how it is bene cial to know about them in a professional context. Before moving on to speci c values, it is important for the American professional to note that Spanish culture is high-context.5 is label means that when interacting in Spain, words carry more intrinsic or assumed meaning than they would in a low-context culture. In other words, there are more aspects of culture and society that are commonly known and accepted in Spain, so people do not need to explain everything they say to contextualize it. Because of this aspect of Spanish culture, American professionals may sometimes not entirely understand what a Spanish associate means by something and should not hesitate to politely ask for clari cation or more information. With this in mind, we can move on to describing the cultural values that are important in a professional setting. Professional Values As noted above, many facets of Spanish culture are irrelevant for a manual on communi23
cation for American professionals. e following attributes are those which may not be explicitly business-oriented, but will prove useful in orienting the American professional for what he or she can expect when communicating with Spaniards. First, Spanish culture greatly values personal pride. Dierent from egotism, this trait places great value on ones name and reputation. us, professionals should be careful to avoid causing loss of face of Spanish associates, and one should avoid using humor and sarcasm when speaking of associates in case a Spanish counterpart misunderstands his or her intentions. is cultural value also means that American professionals need to be constantly alert and aware of what they are saying and what they may be implying through their words. It also means that competence and control are important elements of work for Spaniards, as it allows them more control over their reputation. Professionals should remember to avoid displaying signs of over assertiveness or superiority, as their Spanish associates will appreciate a more modest demeanor.6 Related to this value placed on personal pride is the value Spanish culture places on indi-
vidualism. Individualism is important in Spanish culture, along with an emphasis on social status. Ones background, family, and overall character are crucial in Spain, and these factors greatly in uence how one is viewed by others. In a business context, this means that Spanish associates value personal attributes and ones strength of character as much or more than experience, competence and technical ability.7 American professionals should keep this in mind when interacting with Spanish professionals, and structure their communication to respect this element of Spanish culture. A third notable aspect of Spanish culture is Spaniards propensity to avoid uncertain situations. is is the value that the statement by Alfredo Sanz illustrates at the beginning of this section. Typically, Spanish people like to avoid ambiguity and uncertainty in all possible situations. In a business setting, it is not unusual for Spanish professionals to favor or prefer a risky but familiar situation over an unfamiliar one. ey prefer to be in control, and in business this also means that managers and other higher-ups are very precise in the questions they ask and in the answers they give to inquiries. is also translates to the possibility of Spaniards appearing amenable to initial business propositions but later becoming hesitant and cautious towards new endeavors and ideas.8 ese three vital elements of Spanish culture are important for American professionals to keep in mind when interacting with Spanish associates. e values are interconnected in many ways, but professionals should be familiar with each of them individually. Cultural Awareness Along with the aforementioned values, it is important to note that in Spain, there are multiple regions in which people identify more strongly with that speci c region and culture
rather than with Spain as a whole.9 ese regions include Catalonia, the Basque Country, Galicia, and Valencia. While not everyone in these regions identify themselves as Catalonian or Basque before Spanish, it is useful to keep in mind that a signi cant portion of the population does indeed identify that way. erefore, it is best to leave any talk of Spanish politics out of the conversation with Spanish associates until professionals know where their counterpart stands on issues and whether he or she is open to the topic at all.
NEGOTIATION
Negotiation can make or break a business relationship. In this sense, it is much more than just the process of discussing a proposition with someone and arriving at an agreement. Negotiation begins when the two (or more) parties rst meet each other, and ends when they have agreed upon a satisfactory outcome for everyone involved. erefore, this section covers each step in negotiating with Spanish professionals, making sure to provide a comprehensive description of any aspect an American professional might encounter in his or her negotiations in Spain. Greetings and Introductions Although common in less formal situations, the kiss-on-the-cheek greeting style is usually avoided in favor of a handshake in business settings. If a kiss is appropriate, the Spanish party will initiate it (note that the parties actually kiss the air while touching cheeks, as demonstrated in gure 2 on the following page), so it is wisest to always oer a handshake.10 American professionals should also remember to address their Spanish associates according to the correct Spanish title, using Seor (Sr.) or Seora (Sra.) in place of Mr. or Mrs..11 e extra eort in using the local language will say something about professionals character, which most Spaniards will appreciate. 24
As a nal note on greetings and introductions, American professionals would be wise to have their business cards printed in both English and Spanish, preferably one language on each side of the card.12 is is another sign that the professional is willing to make the extra eort to ensure a successful business relationship.
oen a gradual, unhurried process that involves consideration from people from multiple levels of a company at some point.14 e relaxed nature of negotiation in Spain often leads to business meetings that do not stick closely to an agenda.15 It is common, because of their individualistic nature, for Spaniards to express their views freely and forcefully during business meetings.16 At times, there may be multiple parties speaking and interrupting each other, but professionals should not interpret this as disrespect. On the contrary, it indicates genuine interest on the part of the Spanish professional.17 Overall, American professionals should relax and be patient, as they can expect a dierent type of interaction and communication during Spanish meetings. Discussing business matters over meals is less common in Spain than in the United States, so American professionals would be wise to avoid it, or to at least mention to their Spanish associates beforehand that they would like to discuss business during a meal. More oen, negotiations take place at the oce and if they are successful, then everyone will celebrate at a restaurant.18 American professionals must remember that Spaniards reserve dining as a time for relaxation, so Americans should try to address all business matters before dining with their Spanish counterparts. Communication First, as Spain is not an English-speaking country, professionals need to be aware that they may need to ensure that an interpreter is present at all professional negotiations. ough English is becoming increasingly spoken by many Spaniards, it is not guaranteed that a professionals Spanish associate will speak it, and Spaniards will appreciate the American professionals consideration and eort in making professional interactions run smoothly.
Figure 2: Kissing the air while touching cheeks

Source: http://georgeprice.net/wp-content/uploads/2011/03/ Greeting-Kiss.jpg
Meetings A strong relationship in which both parties are comfortable together is typically very important in Spanish business culture. Most Spaniards prefer to do business with people they are familiar with, so it is vital for American professionals to build a solid relationship and establish good rapport with their Spanish counterparts. Eective negotiation is oen based on trust and how the parties involved feel about one another, making good negotiation dicult if the parties do not rst establish a personal connection.13 erefore, American professionals should be cordial and prepared to answer questions regarding their background, especially when meetings rst begin. Professionals should also extend this cordiality and trust-building to the relationships that they make in every level of business, as decision making in Spanish business culture is 25
Arguably the most important thing for American professionals to keep in mind when communicating with Spanish professionals is to be patient, because the Spanish style of communication is simply dierent from the American one.19 As noted above, Spanish business meetings may not proceed along linear lines or adhere to a strict agenda. Presentations in Spain may be long-winded, and most communication will take more time than Americans are used to.20 Professionals should try to assimilate this communication style, as it is just a dierent way of conducting business than that which they are used to. Corporate Structure Studies done in Europe show that Spanish managers agree most with the importance of hierarchy within organizations. However, the respect shown to individuals based on hierarchy is more oen aimed at the person, not the position he or she occupies.21 In this sense, personal attributes of managers are crucial, sometimes more so than expertise.22 Although the decision-making process may involve people from many levels of a company, managers have the nal word on what will be done. Furthermore, professionals tend to interact most with other individuals of the same rank, rarely mixing during meetings and meals.23 Figure 3 depicts this tall hierarchy or organization that characterizes Spanish business structure, contrasted with a at organization.
HELPFUL HINTS
e previous sections outline what American professionals can expect to encounter when conducting professional communication in Spain, and they provide some suggestions about how to ensure negotiation and other communication goes smoothly. is section will provide a couple brief tips on how to further solidify business relationships. Topics of Conversation Because the beginnings of business meetings (especially the initial meetings in a business relationship) are reserved for relaxed conversation to make everyone comfortable with each other, it might be helpful for professionals to know a few topics of conversation he or she could touch on during that time. American professionals should be polite, inquisitive, and earnest when speaking about these suggested topics with their Spaniard associates:

Family (especially children) Spanish cuisine and wine24 Sports (especially soccer, or ftbol)
Spanish Time American professionals should already know this, but punctuality is very important in business relationships. e myth of Spanish time, in which Spaniards disregard deadlines or timelines has no place in a professional setting.25 American professionals should be punctualaer all, they will have time to relax and chat once meetings begin.
CLOSING
We hope that by this point in this section, American professionals looking to conduct business in Spain will feel con dent and prepared to eectively negotiate and communicate with Spanish professionals. If professionals would like expansion on or clari cation of topics discussed in this section, they can nd more information through the references listed on the following page. 26
Figure 3: Management organization styles
Endnotes
Clive Horwood, Best Bank 2012: Santander storms through the Spanish crisis, Euromoney, July 2012, http://www.euromoney.com/Article/3055806/Best-Ban k-2012-Santander-storms-through-the-Spanish-crisis.h tml, accessed May 2013.
1
Strong Abogados, Doing business in Spain, http://www.strongabogados.com/business-culture.php, accessed May 2013.

15
Central Intelligence Agency, e World Factbook: Spain. https://www.cia.gov/library/publications/the-world-fact book/geos/sp.html, accessed May 2013.
2
World Business Culture, Business Culture in Spain, http://www.worldbusinessculture.com/Business-Meetin gs-in-Spain.html, accessed May 2013.
16
Doing Business, 2013 Economy Pro le: Spain, http://www.doingbusiness.org/~/media/giawb/doing% 20business/documents/pro les/country/ESP.pdf, accessed May 2013.
3
Communicaid, Doing Business in Spain: Spanish Social and Business Culture, http://www.communicaid.com/access/pdf/library/cultu re/doing-business-in/Doing%20Business%20in%20Spa in.pdf, accessed May 2013.
17
Forbes, Spain, http://www.forbes.com/places/spain, accessed June 2013.

4

18
ITAP International, Tips for Doing Business in Spain, http://www.itapintl.com/facultyandresources/country-t ips/spain-business-tips.html, accessed May 2013.
5
Kwintessential, Spain - Language, Culture, Customs and Etiquette, http://www.kwintessential.co.uk/resources/global-etiqu ette/spain-country-pro le.html, accessed May 2013.
19
6 7 8 9

20
Ibid. Ibid.
World Business Culture, Business Culture in Spain, http://www.worldbusinessculture.com/Business-Meetin gs-in-Spain.html, accessed May 2013.
21 22 23
Ibid.
ITAP International, Tips for Doing Business in Spain, http://www.itapintl.com/facultyandresources/country-t ips/spain-business-tips.html, accessed May 2013. Strong Abogados, Doing business in Spain, http://www.strongabogados.com/business-culture.php, accessed May 2013.
10
Kwintessential, Spain - Language, Culture, Customs and Etiquette, http://www.kwintessential.co.uk/resources/global-etiqu ette/spain-country-pro le.html, accessed May 2013. Strong Abogados, Doing business in Spain, http://www.strongabogados.com/business-culture.php, accessed May 2013.
24 25
Kwintessential, Doing Business in Spain, http://www.kwintessential.co.uk/etiquette/doing-busin ess-spain.html, accessed May 2013.

11
Ibid.
12 13 14
Ibid. Ibid.
27
28
28
29
GREECE
"e secret of business is to know something that nobody else knows." Aristotle Onassis 5
In this section, we will run-through to the must-knows of business in Greece for the average American professional. Making it in the business world is a dicult task to accomplish as is, but doing it in a dierent country makes the process a lot more dicult and confusing. Knowing the following information will put professionals ahead of the curve in the Greek business environment. In Greece, one will nd many similarities with American businesses, mainly because they both run a capitalist democracy. e transition will not be painful, but being prepared before arrival is the key to success in business. We will discuss the economy, business meetings, cultural awareness, and other parts of the Greece business world that are essential for the foreign businessperson to know.
pect Greece to make its comeback in the next ve years, making it a good investment prospect. Figure 1 shows the predicted economic growth that Greece is heading towards16. ings have already started to look up for Greece. Experts have seen this signi cantly in the Athens stock market, which has risen 106% in the past year. Professional Finance Minister, Yannis Stournaras, has also stated that Greeces recession is soon to be over2. e Doing Business Organization has ranked Greece 78 out of 185 economies in terms of doing business, which is not bad by itself but is also a vast improvement from last year when they ranked 11 spots below that12. e fact that Greece is no longer in any danger of leaving the EU also further builds con dence in its future economic state. Although Greece is not in its nest hour, it may be time to arrange to do business there.
ECONOMIC OVERVIEW
e rst aspect that we will cover is the current economic conditions in Greece. In present-time Greece, it is dicult to get a job and unemployment has risen up to 22%1. However, there is no need for business prospects to be alarmed, as this year seems to be the end of Greeces tragic recession. Greeces economy has thrived many times in the past. In the years 2003-2007, Greece was the European economy that had the largest percentage economic growth1. Since Greeces recession, there have been two bailouts established. e rst was of $147 billion and the second was of $169 billion, both which were from the International Monetary Fund and European governments1. Greeces debt has only been rising. However, on the bright side, Greeces debt is $532.9 billion, a lot smaller than the U.S.s $13.98 trillion1. In addition, professionals ex-
Current Business Prospects ere are many opportunities in Greece in present times, but the biggest one today is the tourism industry. is is not surprising because Greece is a well-known vacation destination. e Greek hotel market has seen a lot of growth even in the current economic stress. Furthermore, experts have predicted increased foreign investment in years to come3. Additionally, the Greek government has been contemplating selling hotel businesses to the 30
public in order to boost the economy. Seeing as the hotel industry is prosperous, it would not be a bad idea to consider investing in Greece when the opportunity presents itself. Even if Greeces economy is not in its best shape, accommodating tourists is always an option. Since the tourism industry is doing so well, Greeces current economic state does not aect businesses as negatively as it would seem. Tourists come into the country and like to leave with luggage full of new things, and try dierent types of food while in the country. BMI has predicted that revenue directly from tourists is going to go up to an outstanding $15.18 billion by the end of 20173. e tourism industrys impact is already immense in present-times Greece as shown under Services in Figure 2, illustrating its impact on the Greek economy1. Greeces government is really pushing to expand the tourist industry. In mid-2012 it took a step by establishing a separate Ministry of Tourism. e government is also considering cutting some taxes on hotels and restaurants to make Greece a more marketable and aordable place to visit3. Starting a small or even large business in Greece could lead to a boost in Greeces economy while being paid by both the Greek population and those who come, see, and spend.
GREEK CULTURE
When doing anything abroad, even business, it is important for one to be acquainted with the cultural beliefs and values of the people in the country. If a foreign professional fails to do this, natives can react negatively to his/her actions and not do business with him/her. Greece is a high context country which means that they value closeness and being personal more than just getting down to business. is is important to note, since Americans tend to be the complete opposite. e Greeks are known for being artists, philosophers, writers, and poets but they are also much more than Aristotle and Plato. e Greek people are very religious, seeing as 98% of their population is Christian Orthodox13. Greeks are also familyoriented and it is common to see family members working together4. ey are also to be expressive and like to get to know their potential business partners on a personal level before going into business with them. Professional Values Likewise, it is also important to know what the Greeks as a people value in themselves and in others. e following proverbs show ingrained Greek values that are important to remember even in a business setting. - . A green fruit gets ripe slowly15. e Greeks value patience. is is very signi cant to note and bear in mind when conducting business with ones Greek colleagues. Greeks will take their time closing a business deal because they believe it to be more important to personally build a trusting relationship with those that they are working with. If as an American professional, one nds themselves waiting a long time for a business deal to close, one must know that it does not mean the Greek colleague is not interested in the proposal.
31
. Blood doesnt turn into water15. Again, and this cannot be stressed enough, the Greeks value family. Now, this does not only mean their family but ones family as well. A Greek businessperson will ask about his/her partners family to get to know them better and because they genuinely care to know about them. Also, dont be surprised if nepotism is practiced because it is quite common in Greece4. , . Lazy youth, begging old age15. An ancient Greek value is arte, or excellence. Greeks believe in being the best potential being that one is capable of becoming. For this reason, they abhor laziness and think that it is a disservice to oneself and to those around that person. Professionals must stay on top of their workload, not necessarily because of deadlines or because Greeks are uptight, but because one should strive to be the best. Cultural Awareness In addition, the Greeks have certain gripes and sensitive topics that oend or irritate them, which American businesspersons should avoid. For example, in Greece, when one is overly polite it is seen as pretentious14. Furthermore, making the OK hand symbol is seen as vulgar and should not be used in Greece9. Instead, if an American businessperson wanted to say yes using a gesture, he/she would slightly nod his/her head downward. e opposite, slightly upward nod means no11. Also, there are some topics in conversation that should be avoided, such as saying that Greece is somehow a part of Eastern Europe. Professionals must also be careful to not mention Greeces issues with the Turkey or Cyprus because both are delicate topics that will not get a positive response from Greek people14. Prospective American businesspeople must
make sure to keep in mind that every culture is dierent and that one should take into consideration each cultures sensitivities, especially when as a foreigner. Remember these tips to be culturally aware and avoid losing a potential business deal over a misunderstanding.
NEGOTIATION
If an American professional plans to do business in Greece, he/she must know Greeces process of negotiation. Greece emphasizes strong relationships between co-workers and business partners, so the rst step in negotiating is making the right impression. Professionals planning on doing in business in Greece must also work on becoming good friends with the natives. Since Greeks usually work with family members, it is good to inquire about them and meet them even if one is not in direct contact with them in the actual business setting. When American businesspeople want to communicate with their Greek colleagues, they must make sure to schedule a meeting with them face-to-face at least one or two weeks in advance6. Although the Greeks are lenient with deadlines and schedules, they like to know that those around them are being thoughtful with their time. When negotiating with Greek businessmen and businesswomen, Americans must know how to greet and introduce themselves, how to initiate a negotiation, how Greek corporate structure works, how to be communicate, and the basic knowledge of how Greek business meetings function. ese topics will be covered in-depth in the following sections as well as summarized brie y in Figure 3. Greetings and Introductions When rst contacting a Greek businessman or woman, remember the following information. Professionals who speak or try to speak a little bit of Greece can de nitely impress them. One should be personal, ask how his /her potential business partner is doing, and ask about his/ 32
her family. Once the professional has been initiated a meeting, the American businessperson must make sure to rmly shake his/her business partners hand and give them strong eye contact. Greeks see eye contact as an important way to build trust4. Once the American business professional and the Greek business professional have gotten to know each other personally, greetings may change. One could expect cheek kisses and a slap on the shoulder for males when greeting a friend or close acquaintance4. Meetings Business meetings in Greece are run dierently than in America. In Greece, business is conducted very slowly and requires a lot of patience. e Greeks like to worth with people they trust, so the rst few meetings will be dedicated to building this bond. It is not until the third meeting that business is even discussed4. Americans may be put o by this because it is so dierent from American culture, but it is important to remember that the Greeks also value patience. If as an American professional, one starts to push deadlines and complain about slow business, the Greek businessperson will back out of the deal or not join it in the rst place4. Patience is key when it comes to business meetings in Greece. If one loses their temper, Greeks will not want to do business with that professional. However, Greeks are more on the laid-back side and are lenient on agendas and speaking4. If multiple people attend the meeting, American professionals should be prepared to be interrupted, and should not be scared to interrupt others. Greeks are famous for being loud and boisterous and welcome others to be so as well4. As an additional tip, if one plans to bring a business card, it must have one side of translated into Greek. en, when handing the card to a Greek business partner, the Greek side should face them. is is a sign of respect and Greeks will appreciate one knowing this4. 33
Overall, prospective American businessmen and women ought to enjoy the rst couple business meetings and remember to show interest in his/her potential business partners personal matters. e rst few meetings can be thought of as blind dates that test the waters for a more committed relationship. Communication Communicating with the Greeks is not that dicult, as outlined in this section. One must keep in mind that making time for meetings will look much better than emailing them. If it is impossible to make time to meet for lunch or an aernoon outing then it is preferred that a phone call be made instead of an email. Although email is faster and easier, it is looked as just that: a minimalist eort instead of the timesaving eort that it might be4. Also, if communication is between more than one person, one should not question the validity of statements in front of everyone. One must be patient and wait until that person is by himself/herself to x his/her mistake or bring it to question4. A professional must furthermore take notes on how his/her Greek business partner is behaving, as it can be a good guide as to whether one should change ones own behavior. If a Greek business partner becomes withdrawn and quiet, he/she might be
oended. Greeks natural disposition is to be cheerful and outspoken, so anything out of the ordinary means that he/she does not like that Americans behavior7. Communicating with Greeks does not have to be dicult, as Greeks are relaxed even in a business setting, so one should not stress. Professionals should ask about Greeks family and be ready to answer personal questions. Corporate Structure When it comes to the corporate structure of businesses, Greeks run businesses as outlined in this section. Greek business owners have a direct way of running things. If someone must perform a task, exact directions are given and there is very little room for changes. Businesses are hierarchical in Greece, so subordinates just take orders from their superiors without asking questions. Greeks have a paternalistic way of running their businesses stemming from being family-oriented. Elders are usually superiors because people see them as wiser7. In order for this structure to work, loyalty must be in place. It is easier to integrate this system when those who are working for them are their family members since loyalty and respect are already pre-established7. Whoever they let into their business practices must be trustworthy, loyal, and be able to accept the way things are run.
Meeting and Greeting Bring a gi for your hostess; one that is not too cheap and not too expensive11. Shake hands again when leaving a business meeting11. Corporate Be punctual; however, Greeks might not be, so expect to wait11. Get appropriate signatures when writing something11. Make time for meetings, they last until consensus is reached11. Dining Let the host pay for the meal11. Eat everything you order during dinner or lunch meetings11.
CLOSING
Overall, it is dicult to start in a new place. However, Greece has wonderful opportunities today and it is worth the risks. Aer reading this section, American professionals are prepared to do business in Greece knowing how to greet, meet, and join with a Greek professional in a business setting. We wish American professionals the best of luck on his/her business ventures in Greece.
HELPFUL HINTS
In this section, we will be presenting a few helpful hints that will help the American professional through his/her stay in Greece.
34
Endnotes
1Central
Intelligence Agency, e World Factbook, https://www.cia.gov/library/publications/the-world-fact book/geos/gr.html, accessed May 2013.

2Eric
13Greeka,
Traditions in Greece, http://www.greeka.com/Greece-traditions.htm, accessed May 2013.

14ExpatArrivals,
Reguly, "Greece's big economic recovery - for investors."e Globe and Mail (Canada). May 21, 2013, http://www.lexisnexis.com/hottopics/lnacademic, accessed May 2013.
3'Greece
Culture-Shock in Greece, http://www.expatarrivals.com/greece/culture-shock-ingreece, accessed May 2013.

15Greek
Tourism Report Includes BMI'S Forecasts' 2012,Greece Tourism Report, 4, pp. 3-65, Business Source Complete, EBSCOhost, accessed 1 June 2013.
4Kwitessential
Proverbs, http://www.geocities.jp/nomonomogreek/Proverbs/Pro verbs.htm, accessed May 2013.

16'Country
Company, Language, Culture, and Business Etiquette, http://www.kwintessential.co.uk/resources/global-etiqu ette/greece-country-pro le.html, accessed May 2013.
5Christopher
Report: Greece' 2013,Greece Country Monitor, pp. 1-26, Business Source Complete, EBSCOhost, accessed 25 May 2013.
Janus, Everybody Quotes the Greeks, http://www.helleniccomserve.com/quotethegreeks.html , accessed May 2013.

6Expatfocus
Company, Business Culture, http://www.expatfocus.com/expatriate-greece-business -culture, accessed May 2013.

7World
Business Culture, Greek Management Style, http://www.worldbusinessculture.com/Greek-Manage ment-Style.html, accessed May 2013.
8Executive
Planet, Greek: Conversation, http://www.executiveplanet.com/index.php?title=Greec e:_Conversation, accessed May 2013.

9Vayama
Company, Greek Etiquette, http://www.vayama.com/etiquette/greece/, accessed May 2013

10Windmills
Travel & Tourism, Helpful Hints A to Z, http://www.windmillstravel.com/article.php?id=167&d estination=30&destinationtype=island), accessed June 2013.
11Ediplomat,
Cultural Etiquette, http://www.ediplomat.com/np/cultural_etiquette/ce_gr. htm, accessed June 2013.

12Doing
Business, Greece, http://www.doingbusiness.org/data/exploreeconomies/ greece/, accessed May 2013.
35
36
36
37
ALBANIA
Albaniansinto a hundred factions you are divided, some say, I believe in God, others I in Allah but you are brothers, all of you, my hapless people! Awaken, Albania, wake from your slumber, Let us all, as brothers, swear a common oath. Not to look to church or mosque, the faith of the Albanian is Albanianism! Pashko Vasa1
ese powerful words, written by poet Pashko Vasa, instilled a national pride that allowed the country to become independent in 1912. From 1939 to 1990, relations ceased due to communist parties occupying Albania and closing Albanias borders. It was not until 1991 that the United States reestablished business once again.2 In 2009, the EU ocially recognized Albania as having potential candidacy to join the European Union.3 In the forthcoming years, Albania expects to have an upheaval of growth. As we will see in the Economic Overview section Albania exports vital resources for American enterprises. We had designed this section of the manual to aid American professionals in their business negotiations.
Figure 1: Albania Source: ducksters.com
23 in getting credit 79 trading across borders
ECONOMIC OVERVIEW
Albania, a formerly closed central economy, has recently opened its doors to global trade. e dicult transition into an open-market economy has lent Albania to be one of the poorest countries in Europe. Despite this, Albanias abundant resources and positive business attitude lends itself to great potential for economic growth. Table 1 on the next page gives a general overview of Albanias economy. e section below delves more deeply into the business side of Albanian culture. Current Business Prospects Generally starting a business in Albania seems pro table. According to doingbusiness.org, Albania ranks: 62 for prospects to begin a business
e most challenging aspects of starting a business are the following: Dealing with construction permits ranked at 185 Paying taxes ranked at 160 Getting electricity ranked at 154 4 e last point is especially important since Albania oen experiences energy shortages due to the countrys heavy reliance on hydroelectric power.5 Depending on the business one wishes to establish, this may be a crippling component to hurtle over, but Albania is always working hard to solve the countrys electricity problem.
ALBANIAN CULTURE
Albania is a low context culture.
38
- GDP (Purchasing power parity): - GDP (ocial exchange rate): - Labor Force: - Unemployment Rate: - Population Below Poverty Line: - Household Income - Lowest 10%: - Highest 10%: - Taxes and Revenue: - Budget (surplus or de cit): - Exports:
$25.86 billion $12.39 billion 1.017 million 13%* 12.5% 3.5% 29% 26.3% of GDP -3.3 of GDP Mining, hydropower, textiles and footwear; asphalt, metals and metallic ores, crude oil; vegetables, fruits, tobacco
*these are official rates, but actual rates may exceed 30% due to preponderance of near-subsistence farming Source: CIA World Factbook
Cultural Awareness Albanian Identity is a recently emergent notion due to the various groups that occupied the country (ie. the Ottoman Empire, Italy, and Greece). Aspiring entrepreneurs ought to be sensitive to this. As seen in Figure 1 Albania houses many dierent, and sometimes contrasting, beliefs yet they manage to work together as a single entity. Albania, however, continues to have tensions with surrounding countries like Macedonia. Relations between Albanians and Macedonians in the western part of the Republic of Macedonia have been tense since the declaration of Macedonian independence and the downgrading of the status of Albanians there to that of a "national minority."8 For more details about the religious make up pertaining to Albanian society, please refer to the Demographics appendix.
NEGOTIATION
is sections focus is towards guiding American entrepreneurs who may nd themselves perplexed by Albanian business culture. e section will inform professionals of Albanias business culture. It will contain vital information for securing the deal. Greetings and Introductions Greetings and introductions are similar to those customary in America. Below are distinctions between the two corporate worlds. Business cards are not mandatory and there is no custom of exchanging business cards at either the beginning or the end of a meeting. Table 2 demonstrates Albanias gendered greeting norms. Sometimes, especially when meeting high ocials outside their own oces, bodyguards may accompany these ocials up to the door where the meeting will take place. In Albania, one does not usually introduce assistants, secretaries, or interpreters.
Professional Values Although these are general values of Albanian society as a whole, it is important information for professionals to keep them in mind as these values tend to cross over into the business world. For example despite their poverty, Albanians are exceptionally generous and hospitable. A person invited to dinner will receive enough to "feed an army," even though the host may go hungry the next day. It is not unusual for an Albanian family to spend a month's salary to feed a visitor. Meals for guests usually involve copious amounts of meat, washed down with Albanian raki, an alcoholic beverage.6 Since Albanians go through such lengths to make visitors comfortable a professional may seem rude if he or she does not accept these oerings. Albanians also value loyalty. Besa is a commonly used pledging word. Albanians believe even war and death will not keep an Albanian from keeping his or her word.7 39
Man greeting man
Handshake while maintaining steady eye contact. Close acquaintances handshake and kiss on the cheek otherwise handshake only.
Man greeting woman
Handshake accompanied Woman greeting woman by kiss on the cheek. Close acquaintances may kiss both cheeks. Table 2 Source: Culture Crossing
family, etc. is is very usual. Albanians will talk about all their problems, their points of view even if they are very personal. However, one is not obliged to answer these kinds of questions.11 Most conversations will dri towards politics as Albanians greatly enjoy talking about this subject. It is important, however, to not get too passionately involved or say something that may oend an Albanian professional, as they feel very passionate about politics. We recommend our readers avoid the topic.12
Corporate Structure We found it dicult to nd research depicting Albanias corporate structure. In part, this is due to the high unemployment rate, but also because Albanian citizens are mostly humble farmers. Most of the Albanian workforce is skilled and educated. It is social and believes family to be the most stable institution. For foreigners hoping to negotiate, then, it is important to immerse oneself into the culture.9 We advise professionals to take the time to get to know their business partners. is will instill con dence and will allow the process to go smoothly. Communication Most Government ocials speak English but professionals seeking to negotiate with private businesses must be careful, because private companies may not have a representative who speaks English. We recommend interpreters to ease communications. Albanians tend to use gestures when they talk. For example contrary to American customs, a nod of the head means no and a shake means yes.10 When talking to Albanians, one may be asks personal questions about ones job,
Meetings Business cards are not mandatory and there is no custom of exchanging business cards at either the beginning or the end of a meeting. Albanians do not seem bound by time, lateness for important events, including business meetings and lunch/dinner parties are not unusual Business meetings oen take place in unconventional places such as caf houses, residence dwellings, as well as taxi rides13 No oer from an Albanian company is nal until one have accepted it. If an American professional is going to negotiate some items, such as prices, places of delivery, etc, this needs to be done before the end of the meeting, unless it is clear that these items will be discussed at a follow-up meeting. Albanians are generally reasonable and willing to negotiate and accommodate to their business partners.14
HELPFUL HINTS
e following helpful hints are important for a business professional hoping to establish relations in Albania. Although they do not have to do with negotiations directly, these hints may ease the professionals way through the social aspect of Business.
40
Money When using Albanian currency ask the seller whether the price is in NEW Leks or OLD Leks. e dierence can be substantial. e amount shown on the banknotes in reality bears a value that is one ZERO greater. For instance, 1000 Lek bank note has a value of 10,000 Leks (nearly 7 Euros).15 Tipping Tipping is not mandatory in Albania, yet if one feels so inclined to do so follow these tips: It is customary to round the total up on the tab by 10% It is customary to leave $2 USD for a hotel maid It is customary to tip the bartender $1 USD per drink16 Gi Giving If a foreigner is gied something, then they are expected to gis return. e following are some giing tips:
Money as it may be taken as a bribe or a sign of and illegal transaction Flowers are generally not given as gis Good gi ideas are works of art from ones home country If the business partner has children, it is advisable to bring a gi for their children17
CLOSING
is section of the manual presents American professionals with the information needed to conduct business in Albania. is section provided an economic overview along with a general background of Albanias business culture. Much of this information was dicult to gather due to Albanias prominent informal economy. is is a result of the countrys time as a communist nation, which resulted in a closed market. Albanias potential accession into the European Union will ood Albania with commerce. While Albania may not currently be the strongest economy, this young country shows much promise for the future.
41
Endnotes
Countries and eir Cultures, Culture of Albania, http://www.everyculture.com/A-Bo/Albania.html#ixzz 2UhvANHyx, accessed June 2013.
1
Allo Expat, Business Etiquette in Albania, http://www.albania.alloexpat.com/albania_information /business_etiquettes_albania.php, accessed June 2012.
13 14 15
U.S. Department of State, U.S. Relations With Albania, http://www.state.gov/r/pa/ei/bgn/3235.htm, accessed June 2013.
2
Ibid., Business Negotiations
European Movement Albania, Albanias EU Membership Process, http://www.em-al.org/?fq=artikuj&gj=gj2&bir=26, Accessed June 2013.
3
Balkanology, Albania for Beginners, http://www.balkanology.com/albania/article_albania_f or_beginners.html, accessed June 2013. e Tip Guide, Tipping in Albania, http://thetipguide.com/tipping-in-albania, accessed June 2013.
16
International Finance Corporation, Ease of Doing Business in Albania, http://www.doingbusiness.org/data/exploreeconomies/ albania, accessed June 2013.
4
Allo Expat, Business Etiquette in Albania,http:// www.albania.alloexpat.com/albania_information/busin ess_etiquettes_albania.php, accessed June 2012.
17
U.S. Department of State, U.S. Relations With Albania, http://www.state.gov/r/pa/ei/bgn/3235.htm, accessed June 2013.
5
Every Culture, Albania, http://www.everyculture.com/A-Bo/Albania.html#ixzz 2UhvANHyx, accessed June 2013

6
Cwti.org, Albanian Culture, http://www.cwti.org/RR/Albanian.pdf, accessed June 2013.

7
Countries and eir Cultures, Culture of Albania, http://www.everyculture.com/A-Bo/Albania.html#ixzz 2UhvANHyx, accessed June 2013.
8
Cwti.org, Albanian Culture, http://www.cwti.org/RR/Albanian.pdf, accessed June 2013.

9
Foreign Documents Express, Business Etiquette in Albania, https://www.fdeus.com/us/index.php?option=com_con tent&view=article&id=134&Itemid=125, accessed June 2013.
10
Balkanology, Albania for Beginners, http://www.balkanology.com/albania/article_albania_f or_beginners.html, accessed June 2013.

11 12
Ibid.
42
43
44
44
45
ICELAND
ey are adverse to absolute standards in any sphere of life. erefore they are more practical or realistic than idealistic. S.A. Magnsson1
e purpose of this section is to be a resource for American professionals conducting business in Iceland. e above quote describes the business culture of one of Europes rising economies. Iceland is tapping into its economic potential and will soon see a rise in foreign investment. Iceland began negotiations for membership in the European Union in 2010 and the prospect of adopting the Euro has caught the attention of American business professionals2. Because of Icelands promising new industries and pending EU membership status many Americans are now travelling to Iceland in order to make business negotiations. However, American professionals must be familiar with the countrys business culture in order to carry out successful negotiations. In the following section one can nd an overview of Icelands economy, a description of Icelandic business culture, and a guide to negotiating in Iceland.
Current Business Prospects Business prospects in Iceland have been increasing ever since the country has started relying less on its shing industry. Icelands geothermal and hydropower capabilities are playing a major role in attracting foreign investment5 . As prices for conventional fuel sources continue to raise the availability of renewable energy is acting as an incentive to develop Icelands manufacturing industry. Companies that specialize in manufacturing biotechnology and soware have shown great interest in investing into Icelandic manufacturers6. Also, Iceland boasts one of the lowest corporate income tax-rates in the world, making it a prime place to start a new business7.
ECONOMIC OVERVIEW
Iceland was one of the rst countries to feel the eects of the 2008 global nancial crisis, however, since then the country has made a signi cant recovery and is experiencing notable economic growth (see gure 1). Forbes Magazine has recently ranked Iceland as 19th in a list of the 141 best countries to do business in3 . According to nationmaster.com Iceland is the 4th most business ecient country even when compared to the worlds biggest economies. is ranking was based o of factors such as labor market, management practices, nance, productivity, and business values4 .
Figure 1: Icelands GPD8
ICELANDIC CULTURE
One bene t for the American businessman working in Iceland is that like the US Icelandic society is based on a low-context culture. e following is a description of some of Icelands most important professional values8 . Professional Values Honesty Independence Self-reliance
46
In Iceland ones word can be the equivalent of a formal contract. In a business setting one should not set unrealistic expectations or make false promises. Icelandic professionals tend to rely on their own personal experience and training when making important business decisions. American professionals can expect business negotiations to be ecient and relatively un-bureaucratic. Cultural Awareness An American professional conducting business in Iceland may notice that Icelandic folklore runs strong throughout the society. Some Icelanders believe that the island is home to magical beings such as elves and dwarves. Construction projects avoid building on sites that are considered to be inhabited by mythical creatures9 . Ones Icelandic associates may want to share stories pertaining to the countrys folklore and it is polite to display interest in their accounts. One should refrain from bringing up Icelands aluminum industry in conversation10 . About half the country believes that runaway aluminum production caused Icelands economic downturn in 2008; the other half believes that aluminum production is responsible for Icelands recovery.
English Word Hello Pleased to meet you Good Morning/ Aernoon Good Evening Good Night Goodbye
Icelandic Translation Hall Gaman a kynnast pr Gan daginn Ga kvldi Ga ntt Bless men
Table 1: Icelandic Greetings12
by their rst name11 . Common Icelandic greetings can be found in Table 1. Meetings Business meetings in Iceland can be held at an oce, restaurant, or over a drink. When scheduling meetings one should take into considerations that Icelanders schedules are based o a 24-hour clock. Upon entering a meeting one should shake hands with everyone in attendance. e beginning of a meeting is also the time to exchange business cards. While in a meeting one should remain on task in order to facilitate productivity12 . Communication e majority of Icelanders speak English as a second language and English is the language used in a business setting. Icelanders are straightforward in speech. An American may nd this o-putting, however, it is important to remember that the Icelandic value honesty and usually do not mean to ridicule. During business negotiations Icelandic businessmen do not hesitate in voicing their questions or concerns. e same is expected of foreign businessmen and one should not hold back questions while negotiating13.
NEGOTIATION
e following is a guide aimed to help the American professional in conducting business negotiations within Icelandic business culture. Greetings and Introductions When meeting Icelandic business professionals one should initially address them as either Herra (Mr.) or Fru (Mrs.) followed by their surname. One should accompany this with a rm handshake while looking them in the eyes. However, in Iceland it is common for people to go by their rst name. Aer initial introductions Icelandic businessmen may ask that one addresses them 47
Corporate Structure A sherman may sh in the company of colleagues but is not necessarily concerned with what they have on their hooks or how much they catch. All that matters is how much he personally catches.14 e above quote embodies the shermans mentality which is oen used to describe Icelands corporate structure. Because the Icelandic value independence and self-reliance they expect that each individual within a company is fully capable of performing his or her duties without the need of micromanagement. Iceland has a low power distance corporate structure (see Table 2 for a description of low power distance). Individuals in management positions value cooperation with their subordinates. Combined with the small size of the country individuals can access key individuals within companies with relative ease15. An American professional may be in the middle of a meeting with an Icelandic businessman and have the CEO of the company walk in. Refer back to the section Greetings and Introductions for information on how to greet Icelandic businessmen16 .
HELPFUL HINTS
e following section provides the American professional with some helpful hints on doing business in Iceland. Dress to Impress Icelanders dress formally for all business occasions17 . What one wears to a business meeting will communicate ones seriousness in the affairs at hand. Men are expected to wear a suit and tie while women are expected to wear a pants or skirt suit. Be Open-minded Icelanders see building a friendly relationship with their associates as good for business. Do not be surprised if an Icelandic businessman invites one out to experience some of the local culture. Should one be invited to a home it is polite to bring a gi of foreign wine.
CLOSING
e number of Americans traveling to Iceland for business will increase signi cantly in the near future. Icelands clean energy capability has foreign investors ready to invest in the countrys budding manufacturing sector. Also, Icelands pending EU status will grant the country access to the Eurozone increasing its economic capability. While in Iceland American professionals must adopt important Icelandic business values such as honesty, individualism, and self-reliance to be successful.
Low-Power Distance Tendency towards decentralization Lower salary dierences between hierarchy levels Employees are part of the decision making process Leaders are democratic
Table 2: Description of low-power distance corporate structure17
48
Endnotes
Magnsson A. Sigurour, Northern Sphinx: Iceland and the Icelanders from the Settlement to the Present (Montreal, Canada: McGill-Quenns UP, 1977), p. 172.
1 15 16 17
Iceland Naturally. Ibid. Iceland.es.
Icelands Application for Membership of the EU, What are we negotiating on?, http://eu.mfa.is/documents/from-iceland/negotiation-p osition/nr/7202, accessed May 2013.
2
Forbes, Best Countries to do Business in, http://www.forbes.com/sites/kurtbadenhausen/2012/11 /14/new-zealand-tops-list-of-the-best-countries-for-bu siness/, accessed May 2013.
3
NationMaster.com, Economics>Business Eciency, http://www.nationmaster.com/graph/eco_bus_e-econ omy-business-eciency, accessed May 2013.

4
Central Intelligence Agency, e World Factbook, https://www.cia.gov/library/publications/the-world-fact book/geos/ic.html, accessed May 2013.
5 6 7
Ibid.
Global Finance, Corporate Tax By Country, http://www.gfmag.com/tools/global-database/economi c-data/11865-corporate-tax-by-country.html#axzz2VB gigm3V, accessed May 2013. Iceland Naturally, Business culture and ethics, http://www.icelandnaturally.com/business/business-cul ture-and-ethics/nr/27, accessed May 2013.
8
Expat Focus, Iceland Etiquette and Respect, http://www.expatfocus.com/expatriate-iceland-etiquett e-respect, accessed May 2013.
9 10 11
Ibid.
Kwintessential, Doing Business in Iceland, http://www.kwintessential.co.uk/etiquette/doing-busin ess-iceland.html, accessed May 2013. Iceland.is, Business Culture and etiquette in Iceland, http://www.iceland.is/media/india/Culture_and_Etique tte_Iceland2.pdf, accessed May 2013.
12 13 14
Kwintessential.
Enjolfsdottir, H.M. Smith, Peter B. Icelandic Business and Management Culture International Studies of Management and Organization, September 1, 1996, Vol. 26, No.3, pp. 61-72.
49
50
50
51
TURKEY
Science is the most reliable guide for civilization, for life, for success in the world. Searching a guide other than the science is meaning carelessness, ignorance and heresy. (Mustafa Kemal) Atatrk1
Turkey is a nation positioned uniquely between Europe and the Middle East making it an important location for business enterprise. Turkey is a ercely secular Islamic state situated geographically between Europe and the Middle East. Ataturk is the founding who spoke the above quotation is the father of the Turkish Republic and built the secularism into everyday life. Because of this Business is comprised around rational appeal and what is mutually bene cial to both parties over monetary gain, and over emotion.
Current Business Prospects Out of 141 countries studied, Forbes Magazine ranks Turkey number 52 in best countries for business, based upon Turkeys: GDP Growth: 8.5% GDP/Capita: $10,498 Trade Balance: -10.0% Population: 79.7 M Public Debt As % of GDP: 40% Unemployment: 9.8% In ation: 6.5% e nation also contains a large, young and educated work force, domestic market, free trade agreements and large contemporary infrastructure.5 Turkeys stable government and strong economy have placed them on the frontlines of foreign investment. Turkey has struggled with acceptance into the EU over the years (Figure 1) but this attitude has shied since Turkeys economy has been less aected by the global economic downturn than EU countries.
ECONOMIC OVERVIEW
Turkey is a booming free-market economy with great potential for growth in importexport, electronic and technological industries and energy industries. Since the global economic downturn Turkey has instituted aggressive programs what have privatized the nations banking, transportation, and communications industries leading the nation into a stable global economic position.2 Aer the market crash Turkey came out with GDP growth of 8.2% and 40% decrease in public sector debt to GDP ratio.3 e current state of the global economy has le the world in a global quandary but Turkey has remained relatively unscathed by the downturn. e nation hopes to use this fact of economic stability to enter the European Union soon, through this manual you will be prepared for the changes if Turkey becomes a European Union member. Turkey has been in the process and making changes to join the European integration movement since 1959. e accession process ocially began in 2005 and is still on track.4
Figure 1: Turkey joining the EU6
52
TURKISH CULTURE
Turkey is a business culture stuck between traditional values rooted in their religious tenants and a booming secular government. Turkey is a high context culture because of its strong emphasis on the collective history of the nation and the values, which are applied across the entire nation. Professional Values Family Many businesses in Turkey are still family owned because to the Turkish people family is the most important thing. Family not only dictates Turks home life but also hold a great deal of in uence in their business decisions and negotiations. In order to have a successful business interaction in Turkey Americans must understand the importance of family and connections and emulate this through their interactions and negotiations.6 Cultural Awareness Islam - Although Turkey is a secular state the ideology of their religious structure is still a part of the business culture. Islam, as in any religiously homogenous nation, holds prevalence in the values and morals of the business world. Understanding that the nuances of business relations are deeply rooted in social relationships, public behavior and acceptable business etiquette.7 When planning events in Turkey be aware that Islam requires ve prayers a day, so factor breaks for prayer and understand that this is a compulsory aspect of their religion although they are a secular government. Region - Most large business will be located in Istanbul or Ankara. ese two main metropolitan cities are the epicenter of domestic and international Turkish business. Business and cultural interactions in the more rural and Eastern parts of Turkey should be carried out with greater cultural sensitivity (See Figure 3 for orientation). e Eastern provinces of Turkey adhere to a much more strict adher53
ence to the fundamentals of Islam which correlates to their business interactions. One must understand that if doing business in the Eastern part of Turkey it is especially important to be modest and respectful.
Figure 2: Ethnic Demographics of Turkey8
Diversity - Because Turkey is such a historically rich nation lled with centuries of expansion and throughout the Middle East and Europe the ethnic make up and historical sensitivities in Turkey are vast. ere are intricate political and ideological divides which make the topic of the Kurdish refugee and terrorist population a topic not worth bringing up in a business atmosphere (Figure 2). Another historical Issue to steer clear of is the Armenian Genocide, Turkey still has not acknowledged the international agreement over the Genocide of 1922.8 As in every country Turkey has a past of international instances that should be le out of business negotiations, one might think that historical occurrences are safe areas of conversation implying knowledge and interest in Turkey but these two are not. When appealing to the history loving Turk architecture and the rise of the Ottoman Empire are
Figure 3: Map of Turkey9
topics that will almost always incite a worthy and proud explanation.
stand dierent greetings and cultural etiquette surrounding these interactions. Business meetings in Turkey will run longer and occasionally start late, but these are aspects of Turkish culture that will be found in all aspects of life. In Turkey it is customary to shake hands rmly with your business associate, but not necessary when you are departing.10 In large metropolitan areas such as Istanbul and Ankara there are no gendered greetings, but it traveling to rural regions of Turkey be sure to wait for a woman to extend her hand to you, indicating hand shaking is appropriate. Communication When establishing a business relationship with a Turkish colleague it is important to build personal rapport and trust. Questions about family and children are generally appreciated. As a foreign traveler in Turkey you will nd that Turks are proud of their nation and love to talk about their culture, history and attractions.11 Building a personal relationship is important because the decision making process is long in Turkey, and with established trust comes an easier and faster interaction. Oral and visual communication is key to getting points across in Turkey; these should be paired with maps and guides, which compliment your oral communication.12 When negotiating with Turkish business it is important to appeal to both their rational and emotional senses. One should mention the nancial bene ts of investment but monitory gain is not the perfect investment for Turks. To persuade Turks with investment make clear what the mutual bene t for the investment is for both your company and theirs, this indicated that you would both have reason to make the deal.13 It is more eective to appeal to a Turkish business associates interest in virtues of power, in uence and respect over the nancial bene ts of cooperation.14
NEGOTIATION
Turkeys business negotiations, as we have learned, revolve closely around their cultural and religious heritage and we can see how this correlates with their business interactions. Greetings and Introductions Foreign Business visitors should always be punctual, but should not be oended if their Turkish colleagues arrive late because oen meetings in Turkey begin late and run long. Use the time at the beginning of a meeting to make connections and light conversation with your colleagues. If a foreign businessperson has not established the trust and familiarity with you the negotiation will not succeed. Please see the Helpful Hints at the end of this Turkey section for ideas for conversation starters. Business card etiquette in Turkey requires that you use both hands when exchanging information. Just as it is important to acknowledge the personal relationships and cordiality aspect of Turkish business culture it is also well received if you have your card translated.9 Meetings Meetings are an important aspect of any business interaction thus it is important to under-
54
Honor is such an important value, as well as status in Turkey it is a good practice to show respect to an associates title. If you feel it is appropriate call them just by their title whether they are a doctor, engineer, or professor, all appreciate the nod to their rank.15 Using an associates business title indicates understanding of the level of honor that is associated with the ranking achievement. Gestures are important to note, Turkish communication is a cultural practice regarding yes and no. Shaking your head side-toside means, I dont understand in Turkey as apposed to no in America.16 To indicate no Turks sharply nod upwards with raised eyebrows and say, yes by nodding forward and down.17 You will notice these dierences throughout all of Turkey and it is important to remember their meaning because they are often not accompanied by a verbal armative our negative sound. Doing business in Turkey is all about patience, deadlines and pressure have no bearing. Never threaten or cajole with at time constraints because more oen than not, you will oend your Turkish associate and the deal will fail. Corporate Structure Titles and ranking is important to Turkish businessmen and are found within all business realms. e correlation between strong familial ties in the home and are oen translated into the workplace (See Table 1). Many businesses large and small are family run and thus an emphasis on trust and understanding is key.18 Because of this structure hard work is greatly appreciated, and within the business hierarchy an employee who works their way up in the company from the bottom is shown great respect.19 Decision-making is a slow process in Turkey because of a combination of the fact that 55
Table 1: Percentage of Family in Family Firms22
businesses are run in this familial style and because each negation must be made in order to ensure that both parties are completely satis ed.20 e hierarchy of the business effects negotiations because until a strong trust and rapport is established a foreign visitor must climb the ranks of the hierarchy. It is always the highest-ranking position at the meeting that makes the decision, so appeal to that individual above all else.21
HELPFUL HINTS
Use these hint to make business interactions in Turkey run smoothly: Conversation - aside from business plans, below is a list of topics of conversation acceptable for the workplace: Soccer Teams (Galatasaray, Bestkta or Fenerbahe) Family History and Architecture Tourism Sites Conversation topics to avoid when doing business in Turkey include the following: Armenian Genocide Kurdish tension Criticism of Atatrk
Time constraints
Holidays - Business professionals should understand that July and August are generally accepted vacation months. Ramazan (spelled Ramadan in other countries) fall in this time period and during this holy Islamic month of fasting and very little work gets done because professionals take time o to be with their families. 22
CLOSING
From this section on Turkey, American professionals should have all the information
necessary to conduct successful business negotiations abroad. e information provided above will carry one through an understanding of the Economy, the prospects of investment and the proper way to act and negotiate in the Turkish business atmosphere. Turkish business culture has certain nuances and values that make this manual imperative for being successful in business. e geographical position of Turkey, coupled with their strong economy and commitment to joining the European Union place the business potential very high.
56
Endnotes
Quote ID, Mustafa Kemal Atatrk Quotes, Available from: <http://www.quoteid.com/Mustafa_Kemal_Atatrk.ht ml>. [4 June 2013].
1 13 14 15
Ibid. Ibid.
Forbes, Turkey, 2012. Available from: <http://www.forbes.com/places/turkey/>. [4 June 2013].

2 3 4
Turkish Business Etiquette Tips, Foreign Translations. Available from: < http://www.foreigntranslations.com/languages/turkishtranslation/turkish-business-etiquette/>.[4 June 2013]. Business Etiquette in Turkey, Doing Business, 2013. Available from: <http://www.turkey.doingbusinessguide.co.uk/the-guid e/business-etiquette.aspx>. [4 June 2013].
16 17 18
Ibid.
European Commission, Turkey, 2013, Available from: <http://ec.europa.eu/enlargement/countries/detailed-c ountry-information/turkey/index_en.htm>. [4 June 2013]. Gural, Natasha, 2012. Investing in Europe's FastestGrowing Economy CNBC, 15 Aug. Available from: <http://www.cnbc.com/id/48552347>. [4 June 2013].
5 6Doing
Ibid.
Doing Business in Turkey, Kwintessential. Available from: <http://www.kwintessential.co.uk/etiquette/doing-busi ness-turkey.html>. [4 June 2013].
19 20 21
Business in Turkey 2012, Communicaid. Available from: <http://www.communicaid.com/pdf/doingbusiness/Do ing%20Business%20in%20Turkey.pdf>. [4 June 2013].
7 8
Ibid. Ibid.
Ibid.
Kifner, J 2007, 'Armenian Genocide of 1915: On Overview', e New York Times 7 December. Available from: <http://www.nytimes.com/ref/timestopics/topics_arme niangenocide.html>. [4 June 2013]. Turkish Business Etiquette Tips, Foreign Translations. Available from: < http://www.foreigntranslations.com/languages/turkishtranslation/turkish-business-etiquette/>.[4 June 2013].
9
Turkish Business Etiquette, ForeignStang, 2013. Available from: <http://www.foreignstang.com/about/international-b usiness-etiquette/turkish-business-etiquette/>. [4 June 2013]. Turkish Business Etiquette, ForeignStang, 2013. Available from: <http://www.foreignstang.com/about/international-b usiness-etiquette/turkish-business-etiquette/>. [4 June 2013].
22
10
Turkish Business Etiquette, ForeignStang, 2013. Available from: <http://www.foreignstang.com/about/international-b usiness-etiquette/turkish-business-etiquette/>. [4 June 2013].
11
12
57
58
58
59
CLOSING
We hope this manual will serve as an aid to American professionals conducting business in seven of Europes largest and fastestgrowing economies. France, Germany, Spain, and Greece are all members of the European Union and remain popular destinations for American professionals doing business abroad. However, we also included those countries not in the European Union that are showing promising signs of becoming some of Europes next major economies. ough they are still recovering from the nancial collapse of 2008, Albania, Iceland, and Turkey are currently seeing an increase in foreign investment, they are developing new business sectors in their economies, and they are ranked as some of the best countries to do business in around the world. Each country covered in this manual possesses a unique business culture. Accordingly, the country-speci c sections of this manual are designed to easily and eectively inform American professionals about the business culture in each one of these countries. We hope that the brief economic overviews, the descriptions of the countries core business values, and the information on how American professionals should approach business negotiations provide professionals with a solid basis with which to begin conducting business in the seven countries discussed. American professionals are increasingly conducting business in all corners of the globe, and our goal at E.U.R.O is to ensure that business negotiations are not lost in translation.
60
61
62
62
63
APPENDIX A: COUNTRY DEMOGRAPHICS
France Population: 65,951,611 (July 2013 est.) GDP: $2.253 trillion Languages: French Religions: Roman Catholic 83-88%, Protestant 2%, Muslim 5-10%, Unaliated 4% Ethnic Groups: Celtic and Latin with Teutonic, Slavic, North African, Indochinese, Basque minority Major Cities: Paris (capital) 10.41 million, Marseille 1.457 million, Lyon 1.456 million, Lille 1.028 million, Nice-Cannes 977,0001 Germany Population: 81,147,265 (July 2013 est.) GDP: 3.123 trillion (2012 est.) Languages: German (ocial) Religions: Protestant 34%, Roman Catholic 34%, Muslim 3.7%, Unaliated or Other 28.3% Ethnic Groups: German 91.5%, Turkish 2.4%, Other 6.1% Major Cities- Population: Berlin (capital) 3.438 million, Hamburg 1.786 million, Munich 1.349 million, Cologne 1.001 million (2009)2 Spain Population: 47,370,542 (July 2013 est.) GDP: $1.409 trillion (2012 est.) Languages: Castilian Spanish (ocial) - 74%; Catalan - 17%; Galician - 7%; Basque - 2% Religions: Roman Catholic - 94%; other - 6% Ethnic Groups: Composite of Mediterranean and Nordic types Major Cities: Madrid (capital) - 5.762 million; Barcelona - 5.029 million; Valencia - 812,000 (2009)3 Greece Population: 10,772,967 (July 2013 est.) GDP: $280.8 billion (2012 est.) Languages: Greek (ocial) 99%, other (includes English and French) 1% Religions: Greek Orthodox (ocial) 98%, Muslim 1.3%, other 0.7% Ethnic Groups: Greek 93%, other (foreign citizens) 7% (2001 census) Major Cities: ATHENS (capital) 3.252 million; essaloniki 834,000 (2009)4 64
Albania Population: 3,011,405 people. (2013 est.) GDP: $25.86 billion (2013 est.) Languages:Albanian (Ocial),Italian, English Religions: Muslim (70%), Albanian Orthodox (20%), Roman Catholic (10%) Ethnic Groups: Albanian 95%, Greek 3%, Other 2% (2013 est.) Major Cities: TIRANA (capital) 344,801 (2013 est.), Durrs 122,034, Elbasan 100,9035 Iceland Population: 315,281 (July 2013 est.) GDP: $12.95 billion (2012 est.) Languages: Icelandic (ocial), English, Nordic Languages, German Religion: Lutheran Church of Iceland 80.7% (ocial), Roman Catholic 2.5%, Reykjavik Free Church 2.4%, Hafnarorour Free Church 1.6%, other religions 3.6%, unaliated 3%, other or un-speci ed 6.2% (2006 est.) Ethnic Groups: Descendants of Norse and Celts 94%, Population of Foreign 6% Major Cities: Reykjavik (capital) 198,000 (2009)6 Turkey Population: 80,694,485 (July 2013 est.) GDP: $783.1 billion (2012 est.) Languages: Turkish (ocial), Kurdish, other minority languages Religion: Muslim 99.8% (mostly Sunni), other 0.2% (mostly Christians and Jews) Ethnic Groups: Turkish 70-75%, Kurdish 18%, other minorities 7-12% (2008 est.) Major Cities: Istanbul 10.378 million; ANKARA (capital) 3.846 million; Izmir 2.679 million; Bursa 1.559 million; Adana 1.339 million (2009)7
1Central
Intelligence Agency, CIA World Factbook, France, https://www.cia.gov/library/publications/the-world-factbook/, accessed May 2013
2Ibid. 3Ibid. 4Ibid. 5Ibid. 6Ibid. 7Ibid.
Germany. Spain. Greece. Albania. Iceland. Turkey.
65
APPENDIX B: THE EUROPEAN UNION
European Union Flag Source: e Guardian
We have referred to the European Union (EU) at various points of the manual. is section is designed to inform our readers about the EU, what it does, and a little about its history. We designed this appendinx to answer two main questions, which are vital parts of our manual. e questions answered in the sections below are What is the European Union and How Do Countries Join the European Union? is information will help the reader understand the role of the European Union within our sections a little better.
WHAT IS THE EUROPEAN UNION?

According to the ocial European Union website the European Union (EU) is a unique economic and political partnership between 27 countries.1 Below is table 1, which contains general economic information relevant to the EU.
GDP (Purchasing Power Parity): GDP (ocial exchange rate): Labor Force: Unemployment Rate:
$15.63 Trillion
$16.21 Trillion 230 Million
Historical Background 10.6% e idea for one uni ed group of coun Household income Highest 10%: tries was a result of two devastating Lowest 10%: 2.9% World Wars in the rst half of the 20th 24% century. In 1950, the French Foreign In ation Rate: Minister Robert Schuman proposed an 2.6% eventual union of all Europe, the rst Exports: step of which would be the integration Machinery, motor vehicles, pharmaceuticals, of the coal and steel industries of Westfuels, aircra, plastics, ern Europe. iron and steel, alcoholic e following year, the European Coal beverages, and Steel Community (ECSC) was set up when six members (Belgium, France, West Germany, Italy, Luxembourg, and Table 1: EU Economic Statistics the Netherlands) signed the Treaty of Source: CIA World FactBook Paris. e ECSC was so successful that within a few years the ECSC made a decision to integrate other 66
aspects of the economies. In 1957, envisioning an "ever closer union," the Treaties of Rome created the European Economic Community (EEC) and the European Atomic Energy Community (Euratom), and the six member states undertook to eliminate trade barriers among themselves by forming a common market. In 1967, the institutions of all three communities formally merged into the European Community (EC), creating a single Commission, a single Council of Ministers, and the body known today as the European Parliament. e 1992 Treaty of Maastricht laid the basis for further forms of cooperation in foreign and defense policy, in judicial and internal aairs, and in the creation of an economic and monetary union - including a common currency. is further integration created the European Union (EU), at the time standing alongside the European Community. On 1 December 2009 and the European Union ocially replaced and succeeded the European Community.
HOW THE EUROPEAN UNION WORKS

e following sections cover basic functions of the EU. Growth, Stability and a Single Currency e abolition of border controls between EU countries allows people to travel freely throughout most of the continent. It has also become much easier tolive and workabroad in Europe. esingle or 'internal' market is the EU's main economic engine, which enables most goods, services, money, and people to move freely. Another key objective is to develop this huge resource to ensure that Europeans can draw the maximum bene t from it. For example, countries belonging to the EU use the same currency that bene ts travelers going from country to country.2 Human Rights and Equality One of the EUs main goals is to promote human rights both internally and around the world. Human dignity, freedom, democracy, equality, the rule of law and respect for human rights: these are the core values of the EU. Since the 2009 signing of the Treaty of Lisbon, the EU's Charter of Fundamental Rights brings all these rights together in a single document. e EU's institutions are legally bound to uphold them, as are EU governments whenever they apply EU law.3 Transparent and Democratic Institutions As it continues to grow, the EU remains focused on making its governing institutions more transparent and democratic. More powers are given to the directly elected European Parliament, while national parliaments are being given a greater role, working alongside the European institutions. In turn, European citizens have an ever-increasing number of channels for taking part in the political process.4
HOW TO JOIN THE EUROPEAN UNION

e following section will describe the general accession process for a new member trying to join the EU. All of the following information comes from the Europa website.
67
Accession Process A council looks into the country wishing to join the EU and upon approval gains Applicant status. Aer a country has achieved applicant status All countries wishing to join the EU must abide by
the accession criteria also known as the Copenhagen criteria ese criteria were laid down at the European Council meeting in Copenhagen in 1993 and added to at the European Council meeting in Madrid in 1995. ey are as follows:

Political criteria: stability of the institutions safeguarding democracy, the rule of law, human rights and respect for and protection of minorities Economic criteria: existence of a viable market economy, the ability to respond to the pressure of competition and market forces within the EU; e ability to assume the obligations of a Member State stemming from the law and policies of the EU (or the acquis), which include subscribing to the Union's political, economic and monetary aims; Having created conditions for integration by adapting their administrative structures.
Aer the applicant is granted the status of applicant and satis es the above criteria ascension negations is the next step. e accession negotiations are the cornerstone of the accession process and cover adoption, implementation, and application of the acquis by the applicant countries. e negotiations are conducted individually, based on the own merits of each applicant country, as the degree of preparation may vary from one applicant to another. e negotiations are conducted within a framework established by the Council on the basis of a Commission proposal, which sets out a program for the negotiations to be conducted and takes into account the situation and speci c characteristics of each applicant country, namely:

e aim, namely accession e negotiation principles and procedures; e points to be negotiated, such as nancial aspects, temporary exemptions or safeguard measures in speci c areas of the acquis (such as free movement of persons, structural policies or agriculture), which may be invoked throughout the negotiations; e link between political and economic reform in the applicant country and the negotiations; e conclusion of the negotiations, which remains open.
e negotiations on any given chapter conclude when the applicant countrys negotiations, on any given chapter, are concluded when the applicant country ful ls the benchmarks de ned for closing a chapter. e closed chapters may, however, be reopened if the applicant countries no longer satisfy the conditions. Once the negotiations on all the chapters are completed, the accession processes ends and an agreement, called the Accession Treaty, begins. e Accession Treaty incorporates:
e accession date
68
e results of the accession negotiations, conditions for accession and the safeguard or transitional measures for areas which the Commission's most recent assessment identi es as needing more intensive work Adaptation of the institutions and treaties and the distribution of votes in the Council and European Parliament, the number of European Members of Parliament, members of the Committee of Regions, etc.
During the period between the conclusion of the Accession Treaty and the accession date, the treaty is subject to rati cation by all the Member States and the future Member State. e applicant country then becomes an acceding State and continues the process of accession by making changes in the areas where there are still shortcomings and in which progress must be made under the watchful eye of the Commission.
1 2 3 4
Europa, How the European Union Works, http://europa.eu/about-eu/, accessed June2013. Ibid., How the European Union Works Ibid., How the European Union Works Ibid., How the European Union Works
69
CONTACT INFORMATION
e members of E.U.R.O. strive to do everything they can to ensure that American professionals feel con dent and ready to conduct business in Europe aer reading this manual. Should any questions, complaints, or other issues arise, please direct all communication to the following email address: UCSB.EURO@gmail.com
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1

Figure 1: France GDP Source: http://www.economist.com/blogs/graphicdetail /2013/05/european-economy-guide

Figure 2: France Economic Freedom Source: http://www.heritage.org/index/country/france

Figure 2: East and West Germany

Doing Business, Germany, http://doingbusiness.org/data/exploreeconomies/germa ny/, accessed May 2013.

e Hofstede Center, Germany, http://geert-hofstede.com/germany.html, accessed May 2013.

Ibid. Mind Your Manners. World Business Culture.

Global Edge, Germany: Culture, http://globaledge.msu.edu/countries/germany/culture, accessed May 2013.

Figure 1: Topics included in the ease of doing business index

Figure 2: Kissing the air while touching cheeks

Figure 3: Management organization styles

Strong Abogados, Doing business in Spain, http://www.strongabogados.com/business-culture.php, accessed May 2013.

Forbes, Spain, http://www.forbes.com/places/spain, accessed June 2013.

Strong Abogados, Doing business in Spain, http://www.strongabogados.com/business-culture.php, accessed May 2013.

Strong Abogados, Doing business in Spain, http://www.strongabogados.com/business-culture.php, accessed May 2013.

Kwintessential, Doing Business in Spain, http://www.kwintessential.co.uk/etiquette/doing-busin ess-spain.html, accessed May 2013.

Intelligence Agency, e World Factbook, https://www.cia.gov/library/publications/the-world-fact book/geos/gr.html, accessed May 2013.

Traditions in Greece, http://www.greeka.com/Greece-traditions.htm, accessed May 2013.

Culture-Shock in Greece, http://www.expatarrivals.com/greece/culture-shock-ingreece, accessed May 2013.

Proverbs, http://www.geocities.jp/nomonomogreek/Proverbs/Pro verbs.htm, accessed May 2013.

Janus, Everybody Quotes the Greeks, http://www.helleniccomserve.com/quotethegreeks.html , accessed May 2013.

Company, Business Culture, http://www.expatfocus.com/expatriate-greece-business -culture, accessed May 2013.

Planet, Greek: Conversation, http://www.executiveplanet.com/index.php?title=Greec e:_Conversation, accessed May 2013.

Company, Greek Etiquette, http://www.vayama.com/etiquette/greece/, accessed May 2013

Cultural Etiquette, http://www.ediplomat.com/np/cultural_etiquette/ce_gr. htm, accessed June 2013.

Business, Greece, http://www.doingbusiness.org/data/exploreeconomies/ greece/, accessed May 2013.

Figure 1: Albania Source: ducksters.com

23 in getting credit 79 trading across borders

Man greeting man

Man greeting woman

Ibid., Business Negotiations

Every Culture, Albania, http://www.everyculture.com/A-Bo/Albania.html#ixzz 2UhvANHyx, accessed June 2013

Cwti.org, Albanian Culture, http://www.cwti.org/RR/Albanian.pdf, accessed June 2013.

Cwti.org, Albanian Culture, http://www.cwti.org/RR/Albanian.pdf, accessed June 2013.

Balkanology, Albania for Beginners, http://www.balkanology.com/albania/article_albania_f or_beginners.html, accessed June 2013.

Figure 1: Icelands GPD8

Table 1: Icelandic Greetings12

Table 2: Description of low-power distance corporate structure17

Iceland Naturally. Ibid. Iceland.es.

NationMaster.com, Economics>Business Eciency, http://www.nationmaster.com/graph/eco_bus_e-econ omy-business-eciency, accessed May 2013.

Figure 1: Turkey joining the EU6

Figure 2: Ethnic Demographics of Turkey8

Figure 3: Map of Turkey9

Table 1: Percentage of Family in Family Firms22

Forbes, Turkey, 2012. Available from: <http://www.forbes.com/places/turkey/>. [4 June 2013].

APPENDIX A: COUNTRY DEMOGRAPHICS

APPENDIX A: COUNTRY DEMOGRAPHICS

APPENDIX A: COUNTRY DEMOGRAPHICS

Germany. Spain. Greece. Albania. Iceland. Turkey.

APPENDIX B: THE EUROPEAN UNION

APPENDIX B: THE EUROPEAN UNION

European Union Flag Source: e Guardian

WHAT IS THE EUROPEAN UNION?

$16.21 Trillion 230 Million

APPENDIX B: THE EUROPEAN UNION

HOW THE EUROPEAN UNION WORKS

HOW TO JOIN THE EUROPEAN UNION

APPENDIX B: THE EUROPEAN UNION

APPENDIX B: THE EUROPEAN UNION

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