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GLO O BAL
C O N T E X T
How Effective is Your Company Across Cultural Borders?
• What different tactics are used by the Japanese and Koreans to change or
dispute contract agreements?
• Which countries use silence to negotiate or to think quietly in your presence?
• What’s the most effective way to negotiate price concessions with the Chinese?
• Which Asian countries use emotional appeals rather than factual information to
persuade you?
• Which countries expect lengthy debates when discussing details of your
product?
• Who are the decision‐makers at your Japanese customer, and what can you do
to influence them?
• How would you establish trust with a partner in India versus China?
• How would you modify presentations and meeting agendas as you travel from
Italy, to Germany, to Finland, and Israel—to achieve the best results?
• Which countries are known for their non‐verbal or coded communications to
get their points across?
• How can you effectively convey your dissatisfaction to a Chinese ODM/OEM
partner?
Global Success Depends on Cultural Competence
Let’s be honest—dealing with overseas customers and vendors can be
difficult. Ask around. You’ll find everyone in your company has a story:
A ten hour flight to China, followed by a quick, restless sleep.
After a full day of presentations you expect to receive plenty of inputs and feedback about your new
product plans. But all you get is silence. The presentation ends and still no questions. So much for any
discussion. That sinking feeling begins to set in—Was the trip really worth it?
Or maybe it’s late afternoon and time for the weekly call with Tokyo.
After enduring the inevitable 90 minutes of heavy accents, broken English, long pauses, and repetitive
questions there’s still no end to the call in sight. There must be a more productive way!
Or perhaps it’s the latest in a never‐ending thread of emails from Seoul.
It seems a simple issue is no closer to being resolved than it was seven emails ago. An entire week has
gone by and still no progress?
Sound familiar?
world cultures
If so, it’s because world cultures have a predictable and repeatable affect
world cultures have predictable and repeatable affect on corporate behaviors and
processes.
But why bother understanding how cultural differences affect your business? Isn’t it enough to be
once you know what drives other culture’s
once you know what drives other culture’s
“professional” in every situation? The answer is simple—once you know what drives other culture’s
priorities and motivations, the business rewards are far greater.
priorities and motivations, the business rewards are far greater. Learn what makes world cultures tick,
and you’ll know exactly what to do the next time someone says:
“I thought we reached an agreement with them.”
“They sent their entire executive team “I’ve asked them to respond so many times,
to meet us, so why didn’t anything but they never do. What’s going on?”
important get discussed?”
“Why is it so difficult to get them to accept
“We tried elevating the problem in
a new specification, a small revision, or even
their organization, but we’re still
a simple waiver?”
getting nowhere.”
Unleash Your Company’s Global Potential !
GLOBAL CONTEXT can show you how to alter communication styles, business strategies, and follow‐up
activities for every country you encounter. After just a few days your team will be predicting and decoding
global behaviors to your advantage.
World Cultures — A “Method To The Madness”
Global Business Demystified
Just knowing that world cultures profoundly influence actions,
Hispanic Argentina, Brazil
priorities, and decisions is a good start. But what really counts America Chile, Mexico
is using this information in a meaningful, business‐oriented Sub‐Saharan Africa
Italy, Spain,
framework. One that makes sense. One that gets you quick Portugal
results. Saudi Arabia,
Russia Arab Countries
The Lewis Model has gained acceptance among the world’s leading corporations as the clearest and most effective approach for
multicultural business environments. It provides a simplified blueprint for world cultures based on three distinct categories:
linear‐active (cool, factual, decisive, planners), multi‐active (warm, emotional, loquacious, impulsive), and reactive (courteous,
amiable, accommodating, compromisers).
The Wall Street Journal describes the Lewis Model as “an authoritative roadmap to navigating the world’s economy.”
LINEAR ACTIVE MULTI‐ACTIVE REACTIVE
Talks half the time Talks most the time Listens most the time
In partnership with
Does one thing at a time Does several things at once Reacts to partner’s action
Plans ahead step by step Plans grand outline only Looks at general principles GLOBAL
CONTEXT
Polite but direct Emotional Polite, indirect
Partly conceals feelings Displays feelings Conceals feelings
Richard D. Lewis is the author of the best‐
selling business book, When Cultures Collide.
Confronts with logic Confronts emotionally Never confronts
His clients have included World Bank, Oracle,
Dislikes losing face Has good excuses Must not lose face
Microsoft, Ericsson and Nokia.
Rarely interrupts Often interrupts Doesn’t interrupt
Job‐oriented People–oriented Very people‐oriented Through a strategic alliance with Richard
Sticks to facts Feelings before facts Statements are promises Lewis Communications, GLOBAL CONTEXT
puts world cultures into pragmatic, industry
Truth before diplomacy Flexible truth Diplomacy over truth
terms for achieving international success.
Cross‐Cultural Advisors To The High‐Tech Industry
By combining our experience in the high‐tech industry with a practical understanding of how world
Cultures influence business, GLOBAL CONTEXT can help your company get immediate results:
Achieve Higher Negotiated Margins How Your Company Can Benefit—A Few Examples:
How much money are you leaving behind? Understand
how different countries approach negotiation strategies, • Market Development & Customer Requirements
reach consensus, and make concessions. Learn the listening habits and expectations of
your customers, and you'll be impressed at how
Decipher Ambiguous Communications productive your meetings can be.
You’re missing more than you realize—we’ll prove it.
Recognize the subtle verbal and non‐verbal codes of • The Sales Pipeline: Design Wins & Forecasting
various cultures, and know how to respond.
Your knowledge of how world cultures influence
Increase Operational Efficiency motivations, “truthful” reporting and commitments
Think of what you’ll gain when your organization gets can get you greater forecast accuracy!
more done in less time with fewer emails, shorter
conversations, and less confusion. • Customer/Vendor Relations
Build Strong International Relations Drastically strengthen international relations by knowing
Behaviors which gain respect and trust in one country how different cultures use high‐context conversation to
can result in skepticism and hesitance in another. Your convey their position, and build credibility.
team needs to know the difference.
Presentations Coaching
1‐3 hours. Insightful, For continuous
entertaining sessions improvement of
on various cross‐cultural cross‐cultural skills,
issues, and their impact on or assisting with
your business. These brief real‐time issues.
overviews are the perfect Clients can gain a huge
choice for training programs, advantage when calls,
conferences, off‐sites, sales emails, and meetings are
meetings, and after hours events. monitored in real‐time.
Immediate “on the spot”
Function/Activity Specific
guidance is provided.
1‐3 days. Concentration on
functional requirements such Country/Area Specific
as operations, applications 1‐3 days. Focuses on a particular
support, customer service, country or geographical region
market positioning, sales (e.g., Asia, South America, Baltic
strategy, or on specific activities States). Ideal for staff moving
(negotiations, presentation styles, overseas, international project teams, head
cultural etiquette, etc.). offices dealing with foreign subsidiaries, etc.
Seminars. Half or Full day. Presentations and seminars are based on an
Agenda is customized to your organization’s needs. in‐depth needs analysis conducted with participants.
cultureactive
Web‐based tools and cultural assessments
Cultural Self‐Assessment National Cultural Profiles
The First Step to Improving Global Effectiveness Cross‐Cultural Comparisons Available Online
Where Do You Fit In? Together with Richard Lewis Communications, GLOBAL
Understanding how your culture CONTEXT can provide you and your organization with a
influences your actions, and how unique online resource: National Cultural Profiles (NCPs).
? ? others are influenced by theirs, is
NCP’s offer comprehensive insights on how global cultures
? ? ?
essential knowledge for improving
organize meetings, follow protocols, adhere to procedures,
international relationships. expect outcomes, and draw conclusions.
Increased self‐awareness enables you to predict how others
will react when communicating, managing and negotiating
across cultures. Leadership Style Examples
CultureActive—an award winning online assessment tool
based on the Lewis Model—provides these answers.
Cultural profiles of organizations and working teams are China
determined by consolidating individual assessments. This Finland
offers practical guidance to management, while being
an invaluable tool for group training.
consensus with leadership helps
leadership group out in crisis
policies for ratification
Japan
i d e a s i d e a s i d e a s
Ringi‐
Ringi‐sho consensus
sho consensus
Rich with visual descriptions of corporate behaviors, they
include graphs and charts for each country’s listening habits,
audience expectations, leadership styles (see above), and
communication patterns.
Convenient online access to NCP resources are ideal for:
• Preparing international discussions
• Planning negotiations
• Modifying presentations
• Handling conflicts
• Effectively stating your position
• Managing a foreign workforce
GL
GLOBAL BAL
C O N T E X T
While many cultural diversity firms offer training in “conflict resolution”
and “multicultural leadership”, GLOBAL CONTEXT offers your company
much more.
Our primary objective is to provide your organization with cultural
competency that can improve all your global business relationships.
Stuart Friedman
Managing Director
GLOBAL CONTEXT
"As the GM of Asian Sales, I am fortunate to have had the opportunity to see GLOBAL CONTEXT “in action". Stuart
has an extraordinary appreciation for what it takes succeed across global cultures, and through his motivational
presentations, can convey his methods to the entire organization. I look forward to working with Stuart and
GLOBAL CONTEXT again!"
Andrew Bigbee
VP Sales & General Manager, Asia Pacific
Arris International
"Stuart is one of the most innovative and creative business consultants we have had the pleasure to work with. His
strength of personality and enthusiasm coupled with his keen sense of international relations has enabled us to
succeed across cultural differences. I don't believe anyone else could have done it."
Paul Van Eynde
Vice President, Sales & Marketing
MicroEmmisive Displays
“Wonderful sessions. As much as we thought we knew about world cultures influence on our customers, GLOBAL
CONTEXT showed us just how much more there was still to learn—that matters. Thanks so much."
Phil Holden
Vice President, Systems Engineering
Pixim, Inc.
"Stuart is a great coach, motivator, presenter, and strategic thinker. He is one of the most talented and inspiring
people I have met in my career.”
Jim Watkins
Sr. Director Engineering
Terayon Communication Systems
GL OBAL
C O N T E X T
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