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1.	Analyze the cultural elements in the case by using Hofstede, Trompenaars, Hall and Kluckhohn.Which 5 dimensions influence people’s behaviors and thoughts most? Explain how and when each dimension comes in.

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1.	Analyze the cultural elements in the case by using Hofstede, Trompenaars, Hall and Kluckhohn.Which 5 dimensions influence people’s behaviors and thoughts most? Explain how and when each dimension comes in.

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High and low context communication

In high-context communication, the message cannot be understood without a great deal

of background information. Low-context communication spells out more of the

information explicitly in the message.

Germany is a low context country as its citizen is commonly known for its direct way of stating opinions, almost emotionless thinking. German concerns more in thoroughness, all possibilities of any deal when doing business, often communicate by putting terms of legal and behavior norms in writing rather than through personal enforcement. If there is any problem happened, the legal terms or system is expected to enforce compliance.

On the other hand, Vietnam is a high context country that use an indirect way of communication, always trying to protect the other one’s face, non-verbal rather than verbal communication. Vietnamese often avoid conflicts and maintain harmony, always smile regardless of their true feelings. When doing business, it is not necessary to write everything down because mutual understanding and a handshake suffice, when there is a deal needed a contract, it might be more a document of understanding than a binding legal document. If there is any problem happened, each party is more likely to rely on a pre-existing trust relationship than a legal system. Besides, in low context culture, employees are expected to express their opinions openly, provide their views with facts and arguments. While, in high context culture, decision-making tend to take place behind the scenes and at upper levels.

In this case, Mr Dinh is just a company representative, not a president. Although the fact that his company is finding more clients in Europe, especially Germany as its potential market, Mr Dinh and Mr Kolman likely show all their interests in each other’s company, it does not mean that Mr Dinh can make decision on this deal.
Germany is an example of Monochromic culture, which has strict scheduling of things and a certain one thing at a time attitude. German businessmen are used to punctuality and definite time perception.

Vietnam is a Polychromic culture that tends to handle multiple tasks at once and reschedule arrangements repeatedly which might often result in unpunctuality.
5 dimensions influence people's behaviors and thought most:
1.     Uncertainty avoidance

Uncertainty avoidance refers to the extent to which people are threatened by a lack of structure or uncertain events, a society’s need to control unknown situations, and a society’s ability to handle uncertainty and maintain balance. It refers to the way people deal with the future, and whether events are inherently controlled or beyond their control, particularly in terms of timing and punctuality, planning, reactions to planning changes and rule-breaking, ways of expressing emotions in public, the acceptance of different opinions and kinds of people, and the necessity for rules, models, standards, and rituals in the work environment.
Mr Kolman and Mr Dinh just discussed about some general information such as different issues about the development of plastic industry, the importance of sustainability in their field, how recent developments in the climate  change will help make the planet safer. After that they also showed their business interest. Mr Dinh expresses interest to expand company's  production and export to Germany,  while Mr Kolman is  looking for a supplier of plastic material who can provide the plastic required for the new production line. Finally, they decided to look at possibilities of collaboration between two companies and exchanged  contacts and agreed to inform each  other further about the possibilities. However, it was only a discussion and only mentioned about the possibilities of collaboration. It means that nothing is certain and it could be the reason why both sides  did not contact each  other first during two weeks.
2.    Time
Sequential time/monochronic time: where it is the norm to do  one thing at a time, in a linear way
Synchronic time/polychronic time: people engage in several activities at the same time.
After discussing with Mr Dinh, Mr Kolman  has  already made the business plan and these details are important to start the production line. He focuses on what is going on and what he needs to  do  for this  collaboration. Meanwhile, Mr  Dinh- a company  representative, He might  not talk to his president  about this deal, or he has to handle several things  at the same time, including his trip.
3. Emotions: Neutral and affective
In neutral culture, people do not communicate their  emotions, but control them.If people do  show their emotions by accident, they would feel compelled to apologize or dash out of the room.
In affective culture it is normal to communicate emotions and to receive  an emotionally sensitive response in return. There is nothing unreasonable about that.
Germany is scattered between neutral and  affective while Vietnam is likely neutral in not showing emotions at work.
Mr Kolman is really  direct to show his interest in doing business with Vietnamese company, he even called Mr Dinh first to hear what their offer is, and how soon they could work out the details. Mr Dinh although showed his interest in expanding his company to Germany but he did not show his true emotion whether he really likes to corporate with Mr Kolman's business or he just inconsiders and did not take it seriously.Even when Mr Kolman called him first, Mr Dinh just thanked to him politely for contacting and informing, he said  he is willing to visit Mr Kolman in Germany and communicate back to the company president that they  are interested in conducting business together. Mr Dinh still does not make sure anything, everything is still "interested"again.
4. Status:  achieved and ascribed
Achieved status is the high status we gain from what we have accomplished.
Ascribed status is the  high  status we gain because  of whom or what  we  are associated with.Age, gender, social class, education, who we are related to and who we know.
Ascription and  achievement status have their impact on everything we  do. From how  we introduce ourselves, express our opinion to influence the way we answer questions, whether we  have to have the right  answer on  hand, or can admit that we do not know.
Mr Dinh and Mr Kolman are in their early 40's and still not married. Mr Dinh also did his study in Switzerland, he has traveled in  many regions of Switzerland and Germany as well, he admires  German  cars  and its capacity to innovate in  technology. Mr Kolman also graduated in  European university, he is a person lives in a high class in  society. Hence,  they have quite a lots in  common. They both know each other;s occupation and consider to talk to  each other not only as businessmen, but also be friendly when they discuss  and share their experience  in the plastic industry. If suppose that one of them were not a successful businessman, have some similar characteristics, they would not even meet and talk to  each other.

5. Individualism and communitarianism
In an  individualistic society, people are mainly responsible for themselves, and for their  direct while in communitatianism or collective society, people are part of a group where people care for each other and are loyal, with the characteristic is high context communication.  A collectivist staff fully integrates himself into the organization and demonstrates loyalty to the extended corporate company, in turn he expects others in the organization to support him. Meanwhile an individualist staff looks out for himself and maybe for others in his small work group.
Mr Kolman's father is not a president anymore but he is still an important person in his company. However, Mr Kolman did not ask his father or anyone else in his company and decided to have a  business  deal with Plastic Vietnam. He has  already made the business plan and some importantly details needed to start the production line. He is really direct  in his decision and his words. In  contrast, although  Mr Dinh is interested in their discussion and agree with the term of collaboration, he does not mention it until Mr Kolman called  first. Mr Dinh  even did not tell to his  president directly after he has turned back to Vietnam. The way Mr Dinh and his company behave and make decision is really reasoning and indirect, tohave a decision they have to discuss in group and discuss again and again, through many steps.

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Plastics Vietnam: head office in HCM, >15 departments worldwide, production plants are mostly located in Asia. Domestic consumption expected to reach 30% of the natural rubber production

Core: producing and selling rubber and plastics all over the world

Company representative: Mr Quang Dung Dinh – did business education in Switzerland; a great fan of hiking & biking, has traveled in many regions of Switzerland and Germany, admires German cars & capacity to innovate in technology. Expresses interest to expand company’s production and export to Germany

To expand: finding more clients in Europe, especially Germany (a potential market)

Plastics Europe Deutschland – Germany company: In Frankfurt, 150 employees, mostly requires a lot of attention and manpower. From 2001, headed by Philip’s father

Core: plastic components for special industrial equipment

Expansion: more mass production products (container for recycled household materials)

Boss: Mr Philip Kolman – after finished his business education being Vice president, from 2015 his father retired. Looking for a supplier of plastic material who can provide the plastic required for the new production line

Both: their early 40’s and still not married