Indonesia-South Easters Asia

Indonesian society is strongly group-oriented. That is why Indonesians prefer to work towards a team goal
rather than towards individual targets. Worth and status are derived from the family or group to which a person
belongs. The concept of “face” is fundamental: any praise or censure should be addressed to the whole group
rather than individuals, in order to avoid embarrassment. Moreover, Indonesians seldom give a negative
answer, so what is stated may not match what one really thinks.

Hierarchies and seniority are highly respected, with the decision-making power concentrated at the top.
Managers are the ones who should make decisions, while employees are generally not proactive as taking
initiative could be seen as a criticism of the manager and the structures of the organisation. The concept of
“Bapakism” (where “Bapak” literally means father) is used to describe the approach to management in
Indonesia, with absolute respect being shown to elders or superiors.

The Indonesian approach to business is heavily relationship-focused. Promotion and selection are often based
along relationship and family lines rather than on performance criteria.

Ameirca Latin-Brazil

Brazilian business culture is relaxed but also sophisticated. Openness and friendliness are expected in most of
the business dealings. Brazilians also value patience and being in control.

Brazil has a vertical hierarchical business structure, meaning final decisions will likely be made by the highest-
ranking member of the counterparty. This may lead to longer wait periods.

The line between personal and professional relations is rather hazy. Brazilian business relations are more about
individuals than companies, which highlights the importance of small talk (football, family, music), face to
face conversations, and constantly staying in touch with business associates. Close proximity and physical
contact are used during casual or business conversations, although business etiquette and culture becomes less
relaxed the further south one goes in the country.

Singapore-Asia Pacific

As it is one of the most business-friendly countries in the world, modern day Singapore has been shaped by its
business culture. Singapore is constantly ranked as one of the best countries in the world for doing business by
the World Bank. Despite the multi-ethnic composition of the country, there is a shared focus on creating
wealth and values such as tolerance and politeness. Nevertheless, negotiations may change depending on the
ethnic origin of the Singaporean counterpart.

Hierarchy, based on age and position, is quite important in Singapore. Everyone has a distinct place within
their business and must observe the requirements of their positions during any negotiation. Nevertheless,
decisions are usually reached by a consensus and the group’s interests are put before the individual’s or the
manager's needs. The decision-making process takes time, as negotiations are conducted at a much slower pace
than most European countries and the U.S.

Singaporeans are relationship-oriented in business and prefer to build enduring ties rather than sealing a quick
deal. Relationship building and familiarity can take longer than expected, pushing back business. Nevertheless,
it is worth remaining patient as the success of negotiations will largely depend on the level of relationship
formed. Business entertaining is an important aspect of relationship building.
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Turkey-Middle East

Turkish business culture is similar to the rest of the countries around the Mediterranean. While Turkey is
predominantly Muslim and the influence of Islam is visible in daily life, religious values have little
importance in business. Trust, confidence and loyalty go a long way in securing a good deal as personal
relationships are crucial to Turkish professionals. Bargaining is another predominant feature of engaging in
business in Turkey and foreigners should be prepared to make a few concessions (or give the impression of
it) when negotiating.

Decisions are usually made from the top down and the hierarchy is clearly defined at most firms. While more
modern management methods have been introduced in large corporations, the most senior people continue to
make decisions. Middle management usually implements policy and procedures. If the ideas are generated by
staff, they are expected to pass them on to the immediate supervisor who will then present them to the upper
management. Decision-making tends to slow as senior managers, who have the final word, get involved
much later in the negotiation process after a certain level of trust has been established.First Contact

Europe-Denmark

Danish business culture highlights trust, respect, equality, and openness towards other cultures. Denmark is a
highly educated culture that loathes public flaunting of wealth, be it verbal or visual. Scandinavian culture
values who you are more than what you have.

Hierarchy tends to be flat in Denmark. Danish decision-making involves consulting with everyone involved.
Employees often address bosses by first name, indicating how hierarchies are not strictly enforced. Discussions
are welcome and decisions will be made slowly and methodically.

It is important to remember that Denmark is an informal culture, even if people are reserved at first. Formality
can be perceived as unfriendliness. Business relations are usually kept separate from personal relations and
maintained with greetings cards, gifts and shared meals.

Tunisia-North Africa

Tunisian business culture has been shaped by various regional, cultural and religious influences and bears the
characteristics of Arab/Muslim, Mediterranean and French culture at varying degrees. Similar to other
countries in the region, personal relationships, trust and hierarchy are some of the outstanding values that
define the local business culture. The work culture can also come across as more formal and courteous than
North American and Nordic countries. Indirect and non-confrontational communication define the way
Tunisians prefer to negotiate with foreigners.

Decisions, even the simplest ones, are made from the top down. Hierarchy is clearly defined at most firms and
always respected. Ideas generated by staff can only be presented if they are supported by their managers and
brought up to the board of directors. Alternatively, managers may leave the room to consult with their
subordinates during negotiations; however, they are not always likely to take their feedback into consideration.
The decision-making process is usually cumbersome and time-consuming.

America-UNITED STATES
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American business culture is efficiency-oriented and money-driven. “Time is money” means that no one has
time to waste with business opportunities that would not be thoroughly prepared and/or could not demonstrate
their return on investment. The culture of the country is also based on the belief that it is hard work that drives
success, not  status or age.

Depending on the industry, region or company history, the hierarchy can be vertical or flat. Thus, the respect
of hierarchical differences may vary and it is advised to learn the rank and titles of all the members you engage
with inside an organisation. Decision-making is often a well-defined process inside the organisation. Final
decisions are usually made quickly by a person with chief authority, but anyone is welcome to express their
opinion in meetings or during the decision-making process, no matter their age or position in the hierarchy.

In general, it is not necessary to develop a personal relationship to establish a lasting and successful business
relationship. Americans are generally more interested in your product, service or project, expected payoffs as
well as quality of the business collaboration, rather than trying to create a personal relationship.