Good Morning, Buenos Dias or Zao An: Exploring Business Etiquette Around the World
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Transcript of Good Morning, Buenos Dias or Zao An: Exploring Business Etiquette Around the World
Good Morning, Buenos Días or Zăo Ān: Exploring Business Etiquette Around the World
Laura Núñez Patel
Fluor Process Engineer from Dublin, CA
Georgia Tech M.S. ChE ‘08
USA
Greetings– Good morning, How are you?
See you tomorrow, Goodnight– Firm handshakes
Dress Code– Business casual common
Talking to superiors– First names common
Corporate Culture– Informal– Direct Communication
• (except for requests/feedback)– Positive enthusiasm
Mexico
Greetings– Buen día, Buen provecho
Que descanses– Single kiss on right cheek
Dress Code– Formal common, fashionable
Talking to Superiors– Use formal Spanish “Usted” – Use titles Ingeniero/a, Licenciado/a, Doctor/a
• last name optional
Corporate Culture– Build long-term relationships– Long late lunches, long working hours– Indirect and Expressive Communication
China
Greetings– Zăo Ān , Zài Jiàn– Business card exchange important
Dress Code– Formal common
Talking to Superiors– Use Nín instead of Nĭ– Use title
Corporate Culture– Hierarchy very important– Do not cause others to lose face, hide anger– Build long-term relationships, personal network– Indirect Communication
India
Greetings– Good morning, Good afternoon, Good evening– Handshake optional (right hand only!)
Dress Code– Conservative casual or Indian dresses
• salwar kameez and saree
Talking to Superiors– Use appropriate vocabulary in Hindi– Address seniors as “Sir”, “Mr./Mrs./Dr.”
Corporate Culture– Hierarchy important
• Personally entertain high ranking visitors– Education valued– Indirect Communication
Lessons Learned
First impressions are important
Do your research before going
Enjoy the cultural differences
Resources
Friends and Family
Building Effective Business Relationships in China by Roy Y. J. Chua, 2012.
International Business: A Basic Guide for Women by Tracey Wilen, 2000.
Behave Yourself! The Essential Guide to International Etiquette by Michael Powell, 2005.
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