Welcome

1. Welcome

2. THE GRABBER “The manager who knows only his or her own country is doomed to become obsolete. Most organzations can no longer afford to employ culturally myopic managers” Philip R. Harris and Robert Moran, Managing Cultural Differences

3. WHAT’S IN IT FOR THE AUDIENCE By the end of this presentation we hope …. • You will understand the importance cross-cultural differences have on business…etc. • In order that staff selected for international assignments are given individual and appropriate training …etc. • so they are tooled with the necessary skills to give them an enjoyable experience which will benefit your organisation…. Etc.

4. Head office: 596 Swallow Place, Mayfair, London. http://www.IBCT.COM • Founded in 1990 • We are the largest team in industry, specialising on managing multinational challenges • We have 160 dedicated members, including 30 Senior Consultant Specialists • We aim to raise awareness of participants’ cultural bias in their own way of working • We assist both the private and public sector and hold a large portfolio of MNCs • We provide tools to people understand, recognise and respect cultural differences. • We offer a wide scope of tailored packages to suit individual client needs. • We are an integral part of learning and development for many global clients SERVICES WE PROVIDE Consultancy, Training and coaching Cross-cultural training for staff at all levels Expatriate support Assistance with expansion into new territories

5. Our promise • We will always: • Gain an understanding of your key business drivers • Grasp your strategic objectives and the challenges they bring • Understand the current skills, knowledge and attitude of your organisation at all levels “The manager who knows only his or her own country is doomed to become obsolete. Most organzations can no longer afford to employ culturally myopic managers” Philip R. Harris and Robert Moran, Managing Cultural Differences

6. TESTIMONIALS Ashurst: Developing Employees for International Success “ The cultural awareness and language training offered by IBCT has given our trainees going on international secondments the key knowledge and skills that make their settling into a new country that little bit less daunting! All courses have always followed careful discussion with each individual about their level of language ability and experience of a country and are perfectly tailored to ensure each trainee really does get the most from the training offered. “ De Beers: Working successfully with the Japanese “The Japanese briefing delivered to De Beers personnel provided not only an invaluable insight into working effectively with our Japanese counterparts but also an understanding of Japanese society and values – key to the success of our new operations in Japan” Shearman & Sterling: Working successfully across cultures “IBCT’s training was particularly interactive and provided our teams with an insight into cultual differences and how to maximise cross cultural relationships”

7. MEET THE TEAM – our credentials Business Strategy & Development Managers Dr. Lisa Skipton and Liz , MBA. Working with small, medium-sized and large businesses, Lisa and Liz’s wealth of knowledge and experience lies in strategic planning, change management and organisational development. Lisa and Liz are “hunters” for business and excel in bringing multi-nationals together for mutual benefit and growth in fiercely competitive markets. Cross Cultural Analysis Consultants – Helen Kellaway , BA and Anna Specialists in cross-cultural analysis and communication, Helen and Anna provide a wide scope of resources and communication techniques to bridge gaps between different cultural styles, behaviours and values. We see their service as the core “glue” of any international company – vital in today’s world of divergence. Cross-Cultural Training Programme Managers - George and Chris Through assessment of company and individual needs, George and Chris are the “farmers” of our business. They are responsible for the design and delivery of bespoke and integrated training programmes to ensure maximum reward for all stakeholders in international assignments.

8. The purpose of this presentation • Thank them for allowing us to pitch • Explain we are here to show them what training scheme we would provide if we win this training contract etc. etc. etc. • Our agenda in brief • To demonstrate we understand Speedline’s need for corporate consistency as they roll out their expansion strategy into the Chinese market. • Demonstrate in-depth knowledge of Chinese culture, in relation to German culture and the challenges Sophia Smidzt may face on her assignment • Offer a cultural coping strategy for Sophia • Explain how ICBT will deliver training etc. etc. etc.

9. Call for action!

10. General information Guangzhou -CHINA Source: Former et al, 2010; Miller, 2010

11. Cross-cultural Analysis Hofstede: culture is the “software of the mind” Source: Hofstede, 2011

12. Theorists’ observations Hofstede Source: French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.

13. Theorists’ observations Hofstede Germany China Small Power Distance Large Power Distance Individualist Collectivist High Uncertainty Avoidance Low Uncertainty Avoidance Long-term Orientation Medium-term Orientation Source: Eurochambres Academy, 2011; French, 2010; Hofstede, 2011; Kohun et al, 2007, Luthans and Doh, 2009.

14. Germany China Trompenaars Germany China Edward Hall Source: Broda, 2011: Forbes, 2011; Geng, 2010; Hutchings, 2004; Gesteland, 2005.Hutchings et al, 2004; International Business Culture; 2011Luthans, F., and Doh, J., 2009; Medlock Method, 2011

16. Business Practice Differences GERMANY CHINA Source: Gibson, 2010; Kwintessential, 2011; Lau, 2007; Selmer, 2005; Wang, 2011

17. Female managers China Germany Source: Gunkel et al, 2007; Krieg, 2006

18. Top 10 coping strategies • Have patience. • Do not under estimate the importance of “Guan xi” - use group members to introduce yourself to others. • Show modest behaviour and respect to elders - “saving face” is considered more important than the truth. • Ask senior management to make announcements to groups. • Enthuse how the overall group can benefit from change. • Do not single members out, group harmony is key. • Be explicit with your instructionsand check understanding. • Anticipate others are likely to invade your space. • Do not take offence if colleagues seek decisions from males • Source: Bing 2010; Burke, ; Castle, 2008; Chen and Partington, 2003; Dereksy, 2011; Hodgetts et al, 2006; Kwintessential, 2011; Sartor, 2007; WorldBusinessCulture.com, 2011.