Global Insights by Camille Schuster, Ph.D.

This podcast describes my favorite training and coaching activity to prepare people for global negotiation.

What do US representatives need to consider when preparing for their first face-to-face meeting with their German counterparts in Frankfurt?

This episode describes the process of one manager preparing a team to take a trip to South Korea - differences in doing business, how to present onesself and the company, how to prepare questions, and the level iff formality.

The process and style of meetings in Spain is not the same as in the US. The schedule for dinner and type of social conversation is also quite different. Doing research and planning before going to Spain is important for success. However, if the pre-planning did not happen, you need to observe what is going on around you and make appropriate adjustments.

The new Global Sales Manager is not getting off to a good start during his initial meeting in Saudi Arabia. After a description of the first meeting, there are comments about other options  to use during the meeting.

The basic framework for the Quarterly Sale Meeting in South America is the same as it was for Europe and Asia. Just as there were differences between the meeting in Europe and Asia so there are differences in South America as well.

The tactics for the quarterly sales meeting in Asia have some variations from the meetings in Europe. The end time of the meeting is not stated because indirect communication take much more time. The approach to information gathering is more generic and personal blame is avoided. However, disappointment is indicated and specific goals are set with a specific timetable.

Sales. review meetings often contain some positive and negative information. In this scenario the US executives are preparing for a meeting with their European team.

Saudi Arabian business people do business all over the world and are familiar with the ways of doing business in other areas of the world. However, It is important to remember that when you visit Saudi Arabia, business is likely to be conducted in the way that is familiar to them in their own country.

Informal and indirect conversation is difficult for businesspeople in the US. However, mastering this approach to communication is essential for doing business successfully in Japan. This scenario provides one example.

Making a Deal and managing a deal in China are two different things. Once the contract is signed you can not assume that everything will go as specified in the contract. Managing a contract in China is time consuming and expensive.

After running a series of radio ads, a company find out that there are no results because decisions had been made with insufficient market knowledge.

After creating a protocol for a training program in the US, a company team went to Indonesia to conduct the program. The program did not go according to plan and the results were not consistent with the US results. This episode describes what happened and suggests alternative methods.

A US Regional Sales Manager for Southeast Asia visits Malaysia to have a conversation with the local Manager about low sales numbers. The conversation does not get off to a good beginning.

The question behind this work was whether Chinese businesspeople negotiate the same way across countries in Southeast Asia. If not, what are the "Chinese" characteristics and what influences the differences. Three different methods were used to collect data to respond to this question. If you would like to see the models referred to in this podcast, they are available in the most recent book Michael Copeland and I published. The book is called Global Perspectives and is available for $4.99 US dollars on Amazon Books and Apple Books. Please send any feedback to info@globalcollaborations.com. This series of podcasts is designed to help you work more effectively across cultures by developing more global insights.

Each cross-cultural business meeting is unique. The goal of the meeting is different, the areas of expertise required are different, the location may be different, or the levels of company hierarchy represented may be different. As such, team members need to be carefully chosen, training may be necessary, travel time may need to be adjusted to allow for recovery time, an interpreter may need to be hired, and members will need to prepare. If you would like to see the models referred to in this podcast, they are available in the most recent book Michael Copeland and I published. The book is called Global Perspectives and is available for $4.99 US dollars on Amazon Books and Apple Books. Please send any feedback to info@globalcollaborations.com. This series of podcasts is designed to help you work more effectively across cultures by developing more global insights.

Kiasu is a characteristic often associated with the Chinese in Singapore. The traits associated with being "kiasu" are positive and negative and have displayed in cartoons about "Mr. Kaisu." If you would like to see the models referred to in this podcast, they are available in the most recent book Michael Copeland and I published. The book is called Global Perspectives and is available for $4.99 US dollars on Amazon Books and Apple Books. Please send any feedback to info@globalcollaborations.com. This series of podcasts is designed to help you work more effectively across cultures by developing more global insights.

While the overall process of negotiation is similar, the importance of the steps and style of communication are different in the US and Japanese approaches to negotiation. Understanding the differences allows for better preparation. If you would like to see the models referred to in this podcast, they are available in the most recent book Michael Copeland and I published. The book is called Global Perspectives and is available for $4.99 US dollars on Amazon Books and Apple Books. Please send any feedback to info@globalcollaborations.com. This series of podcasts is designed to help you work more effectively across cultures by developing more global insights.

Each cultural group has its own set of business practices that may appear strange to someone from another cultural group. Spending time to learn the rituals and do some accommodation is generally a good way for locals to perceive you and your business positively. If you would like to see the models referred to in this podcast, they are available in the most recent book Michael Copeland and I published. The book is called Global Perspectives and is available for $4.99 US dollars on Amazon Books and Apple Books. Please send any feedback to info@globalcollaborations.com. This series of podcasts is designed to help you work more effectively across cultures by developing more global insights.

Culture shock is a common occurrence with a defined process. The length of the process and the depth of the rough at the bottom of the V depends upon whether you know about it, have strategies for managing it, and are flexible. It will happen each time you are transferred to a new location because each location is different. However, you now have some strategies for dealing with it. However, do remember that returning home will bring another V-curve because home is not the same as when you left and neither are you. If you would like to see the models referred to in this podcast, they are available in the most recent book Michael Copeland and I published. The book is called Global Perspectives and is available for $4.99 US dollars on Amazon Books and Apple Books. Please send any feedback to info@globalcollaborations.com. This series of podcasts is designed to help you work more effectively across cultures by developing more global insights.