The Kiss, Bow, or Shake Hands: Sales and Marketing handbook authored by Terri Morrison and Wayne A. Conaway is an essential guide for people who want to present, promote, communicate and close business transactions with their counterparts in other countries. It offers answers to common queries such as: What brilliant questions can serve to break the ice? What time should you arrive at a meeting? What is the workweek like in a given country? How close should you stand in business and social settings? Should you kiss, bow, or shake hands to greet people? How do you hand out your business card? What bits of knowledge can impress your prospects? What foreign phrases or aspects of the official language of the country can be useful? What wow factors can make a difference?
Two anecdotes relayed by the authors dramatize the importance of this tome: First is the story of an “international sales manager who was met at Indonesia’s Jakarta International Airport by his prospective distributor, who happily announced, ‘I cancelled your hotel room, and you are coming to my house for the weekend!’” While this major alteration in his itinerary was puzzling, it turned out that the contact was married to a daughter of former Indonesian President Suharto and their family’s home was palatial. After the manager spent an entire weekend following his prospect’s agenda, he was offered a durian — a vile-smelling local fruit that many Indonesians consider a delicacy. The manager, who is of French descent, thought the unpleasant smell was appalling but gamely sampled the fruit. His feat so impressed the Indonesian distributor that he exclaimed, “You are the first Caucasian I’ve met who ate the durian!” Dining on the durian closed the deal.”
The second anecdote is about the head of a multinational company who visited South Korea. His hosts planned an intricate schedule for the week that opened with a luxurious evening of drinking and entertaining. As a “profound Southern Baptist,” the CEO refused to drink or participate in what the hosts believed would be an impressive first meeting, and this set an uncomfortable tone for the rest of the week.
These stories are great examples of dealing with things “on the fly,” making an effort to adapt to local cultures and customs, and embracing the importance of suitable expectation. While the book covers 20 countries in seven contents, this column features the profiles of five Asian countries: China, India, Indonesia, Japan and South Korea.
Icebreakers
In China, know everything you can about the businesses you plan to work with and know everything you can about your Chinese counterparts. They will know all about you, anyway. You will be introduced to senior executives by a third party when you do business in Japan. Learning basic but helpful Japanese phrases like Dozo yoroshiku (pleased to meet you) and Arigato-gozaimasu (thank you) will come in handy in your conversations with Japanese complements.
While the Korean language is enormously difficult to learn, getting familiar with it will surely be a plus point. The country’s economic miracle, as well as the sacrifices that South Koreans underwent to make such progress, are good conversational topics. Do not be too self-absorbed when you talk to them. Hubris about your own accomplishments will not impress. Everyone needs to be part of a group, so it has to be a “we” and not an “I” approach. And as much as you can, do not complain about being jostled on crowded Korean streets or other public places like shopping malls.
Be ready to invest in frequent face-to-face meetings with India’s men and women of commerce. With them, you need to build relationships in order to succeed. Keep away from touchy subject matter like disturbances and terrorism in India, the caste system in the country, and its disputes with its neighbors like Pakistan. In Indonesia, if you appear too eager or push for quick yes or no answers, expect your visit to be cut short. Good general topics for conversation with Indonesians include tourism, travel, food and sports. Many of them have negative feelings about much of the West, so shun any discussion related to colonialism.
Meeting Time
Punctuality is key among Chinese businessmen and they look for that trait from their visitors. You are expected to be on time for trade and social events, and to be late is insulting to them. Although promptness is not a traditional value in India, many are punctual, and are always mindful of social pecking orders. While higher-ranking people may keep lower-ranked ones waiting, the reverse is not true, and as an expat or a foreigner, you may be in the subordinate position.
In Indonesia, being on time is also not a customary value, but many businesspeople there are generally prompt. They know exactly where they stand in the cultural hierarchy. They make it a point to arrive earlier than higher-status guests, but come later than lower-status ones. Being late is insulting to the Japanese. Be early or arrive five to 10 minutes before the appointed time, so that everyone will be comfortable before the meeting starts. In Korea, you are expected to be on time for all types of events. But do not get upset if your Korean foil is late.
Workweek
China is so vast and is changing so fast that its work hours seem to be 24/7. Business hours can be extended late at night and over the weekend, if necessary. For appointments, senior Indian executives may prefer late morning or early afternoon. Many work long hours and are accustomed to receiving work calls during weekends or in the evenings. The majority of Indonesians are Muslims, but businesses in Indonesia do not follow the conventional Islamic workweek pattern of taking off either Thursday and Friday, or Friday and Saturday. Since Friday is the Islamic holy day, many people go to a mosque at noon on that day.
In Japan many employees work far later into the evening and will attend after-hours events with coworkers and/or business clients. Socializing after hours is essentially a requisite in the conduct of business in Japan. South Koreans work long hours, and their predisposition to work hard starts in the school system. A good education is supremely important to them and is considered the precondition for a successful career, a strong professional network, and a good family life.
How Close You Should Stand During A Meet-Up
In China it has to be approximately three feet apart to give yourself enough leeway to bow without infringing on your prospect’s space. Initial meetings in India are formal, but Indians may move closer after they have initially greeted you. The general rule in Indonesia is two feet apart. If your business associate in this country is ethnic Chinese, the distance allows room for a bow. In Japan you stand three feet away. You have to be far enough that a slight bow from the waist will not intrude on your associate’s area. After the bow, you can move closer to shake hands and exchange business cards. In South Korea you basically stand far enough to allow ample room for both parties to bow.
Kiss, Bow Or Shake Hands
The Chinese bow slightly when greeting another person. In casual situations or when welcoming a subordinate, the bow is often reduced to a simple nod. When making a salutation to foreigners, they often segue into a handshake after they bow. The most common greeting among Indians is “Namaste.” You do it by bringing your hands together in front of your chest, your fingertips pointing upward. You may hold your fingertips just under your chin, and bow your head slightly. Businessmen in India generally shake hands with other men, but may not shake hands with women. Or they may wait to see if a woman extends her hand first.
Indonesian men shake hands with other men. Muslim Indonesians may place their right hand over their heart after a handshake. On-the-ball Muslim men will not shake hands with women, while Chinese men will shake hands with both men and women, and may bow as well. Greetings are orally fervent in Japan. A tepid, limp “hello” conveys apathy, and will be received like a languid handshake would in Germany. Be certain not to touch, hug, kiss, or be physically demonstrative in a work environment in Japan. Men place their hands by their sides and bow, while women clasp their hands in front of them. South Koreans bow to each other, although they have come to accept a handshake with a bow.
Sales And Marketing In Asia
When conducting business in Asia, remember to keep your emotions in control. “The concept of harmony is very important in Asian cultures and you are disturbing that if you show your emotions — make sure to keep a poker face,” the authors advise. Relationships are fundamental to business in Asia. “Most people will work with those they know, trust, or are related to,” they underscore. To develop trusted relationships, business owners or their representatives should link up with world trade centers to inquire about the right contacts, and connect with embassies and consulates to be introduced to people in various locations who will help you get an “in.”
Trivia
When deciding on a wardrobe, stay away from bright colors. “Certain colors were once reserved for royalty such as yellow for the emperor of China,” the authors note. So “If you are working with senior businesspersons, stay away from a yellow tie.” The color white is associated with death and funerals in Asia. Thus, avoid using white carnations during inaugurals and other important events. Red and gold are widely considered as lucky colors.
The global business community has indeed come together. Knowing what to do and what not to do given a certain situation anywhere in the world is definitely a must.
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“The Kiss, Bow Or Shake Hands” series is published by McGraw Hill.