10 tips to better understand the Brazilian spirit

10 tips to better understand the Brazilian spirit

10 tips for your Worldcup tour to Brazil - or if you are interested in Brazil in general

In March FIFA published a so-called “Brazil for Beginners” guide which raised many split opinions. In all fairness to the Fifa publication, the Brazilian spirit does not exactly allow for a consistent “to do” or “not to do” list. After strong reactions to the list, FIFA decided to remove it from their website, proving once more that in intercultural matters sensitivities can be fierce and what people perceive as being a good sense of humor varies from one place to the other.

Rule # 1: Brazilians Have No Handbook

For many geographic, historical, cultural and religious reasons, Brazilian common sense is precisely not common, but kind of an “individual” common sense if you want … As a result, one of the usual answers you might hear for your questions is, “depende”, which means “it depends”, sa depend, je nach dem, “probably …”

People will apply different – quite inconsistent solutions for sometimes similar situations. So take the following list as a broad guideline and sharpen your senses to deal with each person as an individual, who will put their best foot forward according to the chemistry that might be generated between you.

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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)

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.

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Manage Employees – Increase Productivity

Manage Employees – Increase Productivity

Management training for skilled and management personnel

Management means having a high degree of responsibility. If you want to successfully manage teams, you need not only expert knowledge and skills, but also expertise in employee management. Successfully managing people means increasing the productivity of your company, no matter how large.

A basic prerequisite for managers is dealing with employees in an objective and professional manner. Just as important are empathetic and social skills, needed to promote result-oriented action.

The basic seminar “Managing Employees – Increasing Productivity” provides an initial look at and the fundamentals for day-to-day management in teams, departments and companies. Participants can identify the effect of clear and result-oriented communication and learn how to make their own style more effective.

Setting: The leadership basic seminar is planned as an open or company-internal course on two consecutive days. Ideally, participants would have overnight accommodations at the conference centre, in order to allow them to also come together on a social level.

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Fail in foreign trade - Ten ways to waste money abroad: The fourth case: Work out your budget on a beer mat

Fail in foreign trade - Ten ways to waste money abroad: The fourth  case: Work out your budget on a beer mat
An article of InterGest, partner of ti communication
 
Mr. F is a businessman from head to toe. He runs a successful business in the third generation and manufactures welding equip­ment and accessories for shipbuilding. Of course, he is also suffe­ring from the heavy competition from Asia that German shipyards have to endure. What he needs are preventive measures, to counter the constant changes that the market is currently subjected to.
It is against this background that Mr. F decides to offer his products at precisely the place where ships are not only being built now but will also be in the future, namely South Korea, home to the largest shipyard in the world, Hyundai Heavy Industries Co, Ltd.
Clearly, South Korea is not exactly around the corner, and it is a 12-hour flight to Incheon. You need to book early because there are only three flights a day from Frankfurt and they are rather expensive. Indeed, Mr. F has heard that South Korea is an expensive place all round, but this isn‘t enough to put him off.
So he decides to go over there and take a look. A flight in the business class costs 4,000 euros, plus hotel costs of 300 euros exclu­ding breakfast, and then there is also dinner to think about. Mr. F. bites the bullet and pays up. He flies out to Incheon, spends three days sizing up the situation and then continues to Ulsan.
 
Completely absorbed by the notion of doing business here, he sets up a company with the aid of an international service provider, and rents an apartment for the German technician, who will work here as an expat. He is a welding expert and also has good know­ledge of sales and marketing.
The first product presentations are actually successful and the plan reaches the execution stage. The technician is given a new em­ployment contract, with bonuses for working abroad, and moves to Ulsan. The equipment is modified to South Korean requirements, the entire process is set in motion, and the costs in the monthly reports begin climbing at a remarkable speed.
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Healthcare Germany - a new training tool by Zeina Matar

interkulturelles-Trainingstool-Zeina

Time and again, customers contact us who have recognized the need for intercultural trainings in the healthcare industry. Our trainer Zeina Mater has developed a new training tool that we would like to present today:

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Fail in foreign trade - Ten ways to waste money abroad: The third case: Transfer your local marketing and business communication activities into the target country

Fail in foreign trade - Ten ways to waste money abroad: The third case: Transfer your local marketing and business communication activities into the  target country

An article of InterGest, partner of ti communication

Do you like to travel? Have you ever switched on the TV in your hotel room while visiting another country, just to relieve the bo­redom of the room and to have something on in the background while you are brushing your teeth? Isn‘t it interesting to see how familiar products are advertised quite differently there to the way we are used to at home?

Well, that is something that Mr. M from G obviously never noti­ced, either because his room doesn‘t have a television, or because he just sticks to watching DW-TV, where he is of course not going to find any local advertising.

And it is against this background that Mr. M, a supplier of IT services, takes the decision to offer his products in a neighbouring country, unaware that there may first be a few things to consider. After all, as this neighbouring country is Austria, Mr. M is of the opinion that he can use the same communication materials as he uses for the German domestic market. And why not? The language in Austria is German, and the standard of living there is more or less the same.

So no sooner said than done, Mr. M opens up a representative office in Vienna, sends one of his German employees, who is familiar with Austria, over to look after it, and initiates the marketing process, pulling out all the stops in the process. Of course, with a representative office, it isn‘t necessary to set up a separate company in Austria, all you need is a liaison office and you can run everything, including invoicing, through the German GmbH.

So now Mr. M really goes to town with his communication. He inserts advertisements, focuses on specialist journals, and even attaches stickers to his German leaflets with the address in Austria. He does everything that could possibly be done to achieve his goal, but the one thing that fails to materialise is success. For some reason, nobody wants to know about Mr. M and his company, even though it says ‚Made in Germany‘, and as the whole world knows, quality work from Germany is what everybody wants. So what‘s up with the Austrians?

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ti communication now also in Shanghai – An interview with Dr. Laurenz Awater

ti communication now also in Shanghai – An interview with Dr. Laurenz Awater

As of January 2014 we are proud to announce our official Chinese representation in Shanghai! Dr. Laurenz Awater, an experienced expert on the Chinese market, will represent our company in China. We are your development partner for intercultural training, coaching, and consulting in all regions of the world offering a wide spectrum of services in the realms of human resources and organizational - now especially for enterprises in the Chinese market.

Dr. Laurenz Awater is an organization development expert and has been working as a senior trainer and consultant since 2003. He is able to draw from a large pool of knowledge and experience as a trainer for leadership, team development, change management and intercultural training. He was born in Germany and has 15 years of hands-on China experience (including two years of academic studies at Beijing University and more than 10 years of work experience as general manager). Laurenz Awater is fluent in Mandarin and has gained professional experience in German industry, academic publishing and general management in China.

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New representative office in Shanghai

New representative office in Shanghai
Por L.Awater
We are your on-site team for international success - now also in Shanghai

As of January 2014 we are proud to announce our official Chinese representation in Shanghai! Dr. Laurenz Awater, an experienced expert on the Chinese market, will represent our company in China. We are your development partner for intercultural training, coaching, and consulting in all regions of the world offering a wide spectrum of services in the realms of human resources and organizational - now especially for enterprises in the Chinese market.

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

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.

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

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.

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