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“Brazil.” English, www.iorworld.com/brazil-cultural-insights---worldview---cultural-assumptions---communication-style---business-practices-pages-475.php.

Loubier, Andrea. “Why Your Country's Culture Is A Key Differentiator.” Forbes, Forbes Magazine, 2017, www.forbes.com/sites/andrealoubier/2017/03/28/why-your-countrys-culture-is-a-key-differentiator/#41b431c33ac5.

“Russia.” English, www.iorworld.com/russia-pages-795.php.

“United States.” English, www.iorworld.com/usa-cultural-insights---worldview---cultural-assumptions---communication-style---business-practices-pages-485.php.

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10 Surprising Ways To Offend People In Other Countries

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United States: The Mantra For Customer Service In Our Nation Is "The Customer Is Always Right". This Motto Leads To Courteous Service People, Generous Return Policies, And Heightened Corporate Competition. All These Aspects Are Tied Together Into Fierce Marketing And Advertising Campaigns. Backed With A Good Corporate Reputation, The More Frequent And Abnormal The Advertisements Are, The More Likely The Product Or Service Will Sell. This Cultural Aspect Is Explicit, Because Customer Service And Marketing Programs Are Designed By Professionals And The Public Is Highly Aware Of The Strategies Commonly Used.

Brazil: Like Many Other Aspects Of Brazilian Business, Kindness Comes First. A Brazilian Customer Service Relationship Is Best Described As Talking With An Old Friend. Customer Service Representatives Value Their Patrons, And They Take The Time To Be Extra Kind Throughout The Customer Service Experience. Brazilian Customer Service Professionals Are Not Afraid To Spend Time Or Money To Better A Patron's Experience.  This Behavior Is Explicit, Because Customer Service Representatives Are Trained To Be Courteous To Patrons And To Take Time To Listen To Their Grievances.

Russia: Unlike The Other Cultures Researched, Russia's Customer Service Sector Is Predominantly Based Upon Connections.  For Example, A Frequent Customer Who Spends Thousands At The Establishment Annually Will Be Given Great Customer Service, While A First Time Patron Is Given Little-To-No Guidance And Is Often Ignored Throughout Their Purchase. This Is A Tacit Example Of Culture, Because Nobody Explicit Said To Be Rude To First Time Customers, It Just Occurs Due To The National Culture And Corporate Russia Cultural Thought Process.

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United States: The Hiring Process Consists Of Marketing Yourself And Proving Worth, And Termination Is The Result Of Repeated Code Violations Following Many Written Warnings. There’s A Positive Relationship Between Supervisor-Subordinate, Often With An Open Door Policy. However, All Decisions Made By The Supervisor Must Be Respected By The Employees. Annual Reviews Of Employee Performance Is Facilitated By Human Resources, And Is Seen As A 360 Degree Look Into An Employee's Functionality. This Is Both Explicit And Tacit, Because The Hiring, Termination, And Evaluation Processes Are All Concrete Taught Programs And The Relationships Are Interpreted Cultural Norms.

Brazil: The Brazilian Corporate Hiring Process Is Often Seen As Biased And Nepotistic, Similar To The Russian Customer Service System. But, The Termination Culture Is Similar To The One Used In The United States. Connections And Class Are Primary Factors When Determining An Employment Choice. Strict, Rigid Relationships Between Supervisors And Subordinates Take Place In Brazil; Subordinates Require Care And Maintenance, Supervisors Mandate Respect. Informal Evaluations Often Take Place, These Often Consist Of High Amounts Of Praise, And Minimal Criticism, Unlike American Evaluations. Similar To The American System, These Are Both Tacit And Explicit Depending On The Factor Discussed.

Russia: The Employment And Termination Programs In Russia Are Based On Corporate Loyalty And Occupational Performance. Authoritarian Relationships Are Common In Supervisor-Subordinate Relationships, Because Corporate Power Is Just As Important As Class Or Age. Evaluations Typically Do Not Occur, Loyalty Shows Progress.  All Of These Factors Are Explicit, Due To The Fact They Are Clearly Taught.

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United States: United States Negotiation Processes Tend To Be Brief, They Do Not Contain Large Amounts Of Bargaining. They Do However, Contain Large Amounts

Of Legal Documents And Agreements To Prevent Confusion And Loopholes.  The Process Is Explicit Because American Executives Were Taught How To Negotiate During Their Tenure At Business School, They Were Instructed To Keep It Simple And Have It All On Paper.

Brazil: Negotiations In Brazilian Business Relations To Tend To Drag On, But The Length Of The Proceedings Often Sources From True Concern For The Parties Involved. This Is Element Of Culture Is Tacit Because Brazilian Professionals Are Never Directly Told To Extend The Negotiation Process, It Just Happens Due To Cultural Habits.

Russia: Russian Negotiation Practices Are Defined Best As "Sitting Negotiations." One Side Of Executives Will Wait Patiently Until The Opposing Side Concedes And Makes An Offer That Would Heavily Benefit Them.  This Practice Is Tacit Because It Is A Widely Used Method That Was Not Taught To The Businesspeople And The General Population Of Russia.

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United States: It’s Expected That The American Worker Is Totally Invested In Their Jobs, They Have What Social Theorists Call The "Calvinist Work Ethic." These Perpetuated Norms Create A Nation Of Workaholics, And Overtime Work Is Encouraged. This Element Is Explicit, Because The American Education Rewards And Instructs Good Work Ethic.

Brazil: Unlike American Business, Personal Initiative Is Not Expected, Because That Is The Supervisor's Job To Assign Work.  The Supervisor Is Expected To Guide Their Subordinates, And The Subordinates Are Expected To Respect The Supervisor's Authority.  This Behavior Is Tacit, Because The Element Of Respect Is Purely A Perpetuated Cultural Norm And Not A Taught Skill.

Russia: Russian Employees Are Expected To Have Creative Ideas, A Respect For Authority, And They Are Encouraged To Maintain Positive Business Relationships. They Are Expected To Be Engaged In Meetings And To Bring Logical And Inventive Ideas To The Boardroom. This Behavior Is Tacit Because All These Expectations Are Implied In The Russian Business Sector.

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Information From An International Business Professional

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Information From An International Business Professional

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During The Interview With Him, We Discussed Anecdotes Told To Him By The Former International Division Director At His Company. Ken Had Many Stories About International Business "No No's". For Example, It Was Made Clear To Him Not To Shake Hands With A Fellow Business Person In A Certain Culture, Instead, Pat Them On The Back After The Interaction. When One Is Trying To Ensure A Transaction's Acceptance, Do Not Bring The Professional Out To Dinner. Invite The Businesspeople Back To Your Home, And Enjoy A Catered Meal. It’s All About Developing A Relationship Of Corporate Trust.

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Interview With A Domestic Business Professional

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Interview With A Domestic Business Professional

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For This Presentation, I Interviewed My Father, Gary Kroll; An Apartment And Industrial Acquisitions Professional For The Central Region Of The Us. During The Last Twenty Years Of Frequent Travel, He Has Noticed Many Cultural Quirks In This Country Alone. These Include Texas Business Practices Often Take Longer And That New York Executives Tend To Make More Underhanded Remarks Than The Average Boston-Based Professional. I Collected Information From My Dad To Demonstrate That If There Are Many Cultural Variations In Our Nation Alone, It Only Strengthens The Argument To Familiarize Yourself With International Habits Prior To Conducting Business.

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Business Practices Are Customs And Rituals That Take Place While A Corporate Transaction Occurs Or Before A Business Relationship Begins. Before Identifying The Differences Between Domestic And International Business Practices, Examples Of Local Business Customs Must Be Given. In Most North American Industries, It Is Common For Offices To Be Decorated Nicely (Paintings, Quality Furniture, Large Windows) To Impress Clients And Industry Leaders. It Is Commonplace To Treat Visiting Professionals To A Large Meal To Welcome Them To The Region, To Celebrate A Successful And Lucrative Transaction, Or Two Instigate A Conversation Or A Business Relationship.