Culture text be valued in business transaction

Culture text be valued in business transaction

Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables: language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To cope with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.
Even the International Monetary Fund (IMF), which has been consistently more pessimistic than most economists (see chart), has slashed its forecasts for the surplus. The fund now expects it to dip to only 2.3% of GDP this year, and then to rise gradually to just above 4% of GDP by 2017 (compared with predictions in April 2011 of 6.3% and 8%, respectively). It may still be overegging things, even so. The IMF assumes that China’s real trade-weighted exchange rate will remain constant over the period.
The most complicated problems in dealing with the cultural environment stem from the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural diversity. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from converging. 　　
The other school proposes that companies must tailor business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia or even blindness. 　　
Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your adversary, know your audience, and know your customer.
Above all, the culture does influence international business to much degree. I am work in an machinery company, every day foreigner dealers come here to select machine. If we treat them out of place, the business is most likely to fail.