Welcome to Germany

0 Comments
Welcome to Germany

In this Blog article our partner Palladium Mobility Group points out some difficulties foreigners might encounter when moving to Germany and how to overcome these easily by making use of their professional relocation expertise.

Continue reading
2524 Hits

Fail in foreign trade - Ten ways to waste money abroad: The tenth case: We don’t have any premises and we don’t need a subsidiary

0 Comments
Fail in foreign trade - Ten ways to waste money abroad: The tenth case: We don’t have any premises and we don’t need a subsidiary

An article of InterGest, partner of ti communication

Ms. Diener runs a industrial-cleaning company at the German- Dutch border, and she has about 200 employees. In Germany, her important customers include Deutsche Bahn and large hotels. Her employees come from all over, mainly from Eastern Europe, but they always have valid German employment contracts and are naturally properly registered.
During a trade association event, Ms. Diener comes in contact with a Dutch businessman who owns a hotel in the Netherlands with more than 200 beds, and who is looking for a company to do the necessary cleaning work. Previously, the hotel had its own cleaners and maids, but the personnel and social security costs have become so large that it seems very reasonable to outsource these activities.
After some negotiation, they come to an agreement, and Ms. Diener is asked to provide the cleaning crews for the hotel immediately. Ms. Diener assigns about 15 people to the Dutch hotel, and every day they drive about 30 km from Germany to their workplace in the neighbouring country.
Some time passes, and both business partners are quite satisfied with the deal they have made. Ms. Diener is earning good money in the Netherlands, and the hotel owner is very pleased. Everything is going perfectly. Everything? Well, yes, as long as you ignore the fact that Ms. Diener is providing services in a foreign country and acting as if there were no tax implications. In fact, it never even occurred to Ms. Diener that she could establish premises in the Netherlandsfor her work; so she conscientiously adds German value-added tax to the invoices for her company’s services and pays taxes on her earnings in Germany.

Continue reading
2397 Hits

Fail in foreign trade - Ten ways to waste money abroad: The sixth case - Don’t worry about the fact that your customers abroad speak another language and have a different mentality

0 Comments
Fail in foreign trade - Ten ways to waste money abroad: The sixth case - Don’t worry about the fact that your customers abroad speak another  language and have a different mentality

An article of InterGest, partner of ti communication

Mr. Schmidt had always been someone with a strong affinity toward Great Britain, and he was particularly fond of London. Whenever he can, he flies across the Channel to spend a few free days there.

Mr. Schmidt is also an entrepreneur, and he manufactures all ty­pes of locks. The cylinder locks and padlocks from Schmidt GmbH are known for their quality and their multifunctional utility.

Back in London one fine day, Mr. Schmidt is in a lock store and realises that his locks would actually be well suited to the British market. He wonders why he never thought of it before, and at that moment he begins to develop a strategy for entering the market.

Back in Remscheid, where locks have already been built with great success for years, Mr. Schmidt calls together his team to announce the new expansion strategy in the United Kingdom. A working group is founded immediately, and the ladies and gentlemen start assigning the various tasks internally – a powerful troop of German specialists is now planning their market entry for the UK.

In one of the subsequent strategy meetings, Mr. Kleinschmidt pipes up and – how could he? – expresses some concern about whether it might be a good idea to talk with a consultant in England in order to adapt the planned marketing and sales materials “to the English taste.”

Mr. Schmidt’s response to this suggestion is almost aggressive, and he points out to Mr. Kleinschmidt that he has been travelling to London for years, is practically a native speaker, and knows the English people through and through. When someone mentions that Great Britain includes more than just England, Mr. Schmidt dismisses them immediately, saying, “I know what I’m doing here”.

Continue reading
3719 Hits

Security Training for Business Travellers and Expatriates - ti communication presents its partner, Riskworkers

0 Comments
Security Training for Business Travellers and Expatriates - ti communication presents its partner, Riskworkers

Often, it is the little things that could cost you your life: taking the wrong exit on the motorway, unexpectedly reaching into your jacket pocket, pressing the shutter release on a camera – in some regions of the world, these things can mean big trouble. In the security training course offered by the Munich firm Riskworkers GmbH, employees learn how to get themselves out of precarious situations – or not get into them in the first place.

»Don’t give anything. Even ignore especially pitiable people.« This simple instruction for dealing with beggars in Brazil is one of the ground rules that the Munich-based consulting company Riskworkers passes on to business travellers. »If you go weak and pull out your wallet, you’ll be surrounded by a throng of beggars,« explains Oliver Schneider, managing partner of Riskworkers GmbH. »And crowds of people can quickly become dangerous.« Safety before sympathy is a rule that also applies to places where, as a foreigner, particularly one from the west, you have to expect to be a target based on your nationality alone. That is why it can be a good idea in some places to actually step on the gas instead of offering first aid after a road accident, states Schneider – even if the accident is not your fault: »It wouldn’t be the first time that an innocent victim was lynched.«

Continue reading
2650 Hits

Fail in foreign trade - Ten ways to waste money abroad: The fifth case: Set a maximum limit of one year for entering an international market (six months are even better)

0 Comments
Fail in foreign trade - Ten ways to waste money abroad: The fifth case: Set a maximum limit of one year for entering an international market  (six months are even better)

An article of InterGest, partner of ti communication

Mr. A is a specialist in cold meat and sausage products and his factory in the heart of Germany is famous for its wonderful ham. Now in its second generation, his company markets meat speciali­ties throughout the whole of Germany.

Every time he goes shopping in his local supermarket, Mr. A asks himself why it is that imported products are so successful here and wonders if he might also succeed in selling his products abroad.

If the Italians are so successful with their Parma ham and you can find Spanish Serrano in just about every refrigerated shelf in Germany, why shouldn‘t it be possible to sell German ham in London? Mr. A calls his team together and outlines his idea of investing in the British market – after all, as everybody knows, the British still have a thing or two to learn when it comes to matters of international cuisine. His employees think the idea is good and everyone agrees to put the plan into action as quickly as possible.

Indeed, work commences the very next day. A market study is drawn up to assess the competition, a team flies out to London to conduct test purchases and sample the products already on offer. Logistics are also considered, potential profit margins assessed, and the packaging modified to fall in line with British tastes. In short, everything is geared towards assured success.

Mr. A is extremely motivated. He has meanwhile set up a sales office, so that his customers will not have to import the products from Germany and has already begun organising tastings in the most important supermarkets with the aid of his new employee in England. People react positively to the samples and his first listings are as good as in the bag.

Continue reading
2906 Hits

What Do the Pope and a Good Translator Have in Common?

0 Comments

Interkulturelle bersetzungen- Leopold Decloedt

An article from our partner Connect Sprachenservice GmbH

Both the pope and competent translators are builders of bridges (Pontifex). Whereas the pope’s primary concern is the spiritual health of mankind, the translator chiefly cares for the physical welfare of people. Clearly formulated contracts are the basic prerequisite for a profitable business relationship, professional multilingual websites increase sales and clearly understandable operating instructions not only protect people from serious accidents, but in some cases even prevent an otherwise certain death.

The translation agency Connect-Sprachenservice GmbH with its headquarters in Vienna, Austria, and a branch office in Regensburg, Germany, focuses on competence and transparency.

We help internationally active, medium-sized companies harness the power of clear communication in order to create profitable relationships with their foreign business partners, customers and suppliers. The respectful treatment of other cultures and the cosmopolitan attitude of our translators, interpreters and other staff form the basic pillars of our success.

Many years of experience in interpreting and translating, the adherence to the strict criteria of the European standard for translation services EN 15038, the continuous evaluation of our work processes and a pricing model especially developed for Connect-Sprachenservice guarantee a consistently high quality for our customers at fair and transparent prices.

Continue reading
5172 Hits

Fail in foreign trade - Ten ways to waste money abroad: The second case: Regard foreign market development as a secondary activity

0 Comments
Fail in foreign trade - Ten ways to waste money abroad: The second case:  Regard foreign market development as a secondary activity

An article of InterGest, partner of ti communication

This method of tapping into a market is sadly another favourite, and its failure is guaranteed. Another practical example will illustrate why: Mr. E from F makes fire-fighting systems for laboratories and other sensitive buildings. His systems employ the best technology in the world, and Mr. E., himself an engineer, is justifiably proud of his development.

Indeed, he is so caught up in his pride that he becomes convinced that the whole world has just been waiting for his products and that all he will have to do is present them and they will automatically be snapped up from under his nose. No need for any active sales support, all he has to do is gear up for full production capacity and effective distribution. As Mr. E has little regard for doing business in small steps, and has read Donald Trump‘s ‚Think Big‘, he sets up seven sales subsidiaries simultaneously: in France, Hong Kong, the UK, the USA, Spain, Hungary and China. I emphasise: simultaneously! You would think that developing just one new market would bind up enough resources and require a considerable time investment. But then this is a problem that you don‘t have when your product is as ingenious as the one that Mr. E is selling.

So let‘s take a trip into the big wide world. The subsidiaries have been set up and the search is now on for sales personnel. Service providers all over the world are assigned the task of finding the right people, who will be trained at lightning speed at the parent company.

But will it work? Is it really possible to develop seven countries at the same time in the space of only one year and then be successful?

Well, actually, the answer is yes, but only if your company happens to be listed on the stock exchange and your resources are virtually unlimited. But if this is not the case, then this strategy of globalisation is pretty well doomed from the start.

Continue reading
6349 Hits

Fail in foreign trade - Ten ways to waste money abroad: The first case

0 Comments
Fail in foreign trade - Ten ways to waste money abroad: The first case

An article of InterGest, partner of ti communication

Prof. Peter Anterist is CEO of the international trust company InterGest, which supports export-oriented companies at over 50 locations worldwide. He holds a law degree, which he obtained from the Johann-Wolfgang-Goethe University inFrankfurt/Main in 1999, where he studied law subsequent to studying business management in Saarbruecken. Prof. Peter Anterist regularly lectures as visiting professor on international management at the Central University of Finance & Economics (CUFE) in Beijing.

Abroad, medium-sized buisnesses are not always spoilt by success. Peter Anterist, CEO of the worldwide operating trust company InterGest, describes „ten most popular business failures of SME‘s to lose money abroad“. In times of harsh markets related to our difficult economy, those in businesses especially who own small businesses want to save themselves from making a financial mistake.

Anterist, whose company is accompanying medium-sized businesses for 40 years now, does not want to make up or satirize anything. It is not the entrepreneurial negligence which leads to possible finanical mistakes. Mostly, it is the absolute success within a country which leads to self-made and unquestioned decisions in foreign trade. Often, the decision making can lead into the wrong direction because of incorrect assumptions."Every described incident is based on inspiration from true stories. However, people and products which are analysed in the given texts are completely fictious."

Fail in foreign trade - Ten ways to waste money abroad

The purpose of this blog is to point out the ten best ways of failing splendidly and wasting untold quantities of money abroad within the following months. Of course, there are plenty of other ways to secure one‘s own defeat, but these are the ones that work best.

Continue reading
8824 Hits
additional value Africa America Andreas Hauser Anna Corbett Argentina Asia Australia Austria awards Belgium Brasilia Canada Change children Chile China Chinaforum Bayern Christoph Hauser city marketing regensburg Coaching Columbia Consulting corporate culture Country Navigator Cuba cultural differences cultural diversity culture shock customer satisfaction Dieter Dier Diversity Dorothea Hegner Dr. Heike Stengel Dr. Karin Schreiner Dr. Michelle Cummings-Koether Dr. Peter Anterist Dr. Peter Berger Dr. Sandra Müller Dr. Zeina Matar E-Learning East & Middle Europe England environmental protection equalization Europoles Evonik Expats Finland France Froesch Group Generation Y Gerhard Hain Germany GPM Gyöngyi Varga health care Hungary Impats India Infineon Integration INTERCHANGE intercultural communication intercultural competence intercultural management intercultural training InterGest international experience internationalization Iran Italy Janaki Narkar-Waldraff Japan Kiriko Nishiyama Korea Latin America Leadership leadership development Malaysia marketing & sales Medecins sans Frontieres negotiation trainings Netherlands new formats Newsletter open training courses organisational development Osram our clients our experts our partners Peru Philipp Werner Poland Prof. Dr. Sandra Müller project management publications Raoul M. Koether Rausch & Pausch refugees reintegration Remote Leadership resillience Rhomberg Bau Riskworkers Russia Ruth Schaefer Sabine Amend Scandinavia security SIETAR Silberfuchs-Verlag Singapore SME South Africa Spain Sport Stefan Nadenau strategy stress management Success Stories Susanna Brökelmann Sweden Swiss Syria team development ti communication ti communication USA tradition trainer meeting translation travel Turkey USA WM women Workshop Xueli Yuan young executives


Blogverzeichnis - Bloggerei.de      BloggerAmt