Magazine – Page 8 – Protocol Today

PROTOCOL IN INTERNATIONAL BUSINESS

INTERNATIONAL PROTOCOL AND SOFT DIPLOMACY CONFERENCE 2021

INTERNATIONAL PROTOCOL AND SOFT DIPLOMACY CONFERENCE 2021

In the current era of unavoidable global relationships, knowledge about diplomacy, protocol, culture, and soft skills is essential to achieving business objectives. A successful business deal begins with comfortable relationships between the parties involved. It involves, among others, good manners, interpersonal intelligence, empathy, body language, assertive communication, personal image, and mutual appreciation.

Within this context, the “International Protocol and Soft Diplomacy Conference” was successfully held on Thursday, 9 (in English) and Friday (in Spanish), 10 December 2021. The conference was organised by PROTOCOLTODAY, a prestigious Dutch consultancy and academy firm specialising in protocol consultancy and international business skills training. ProtocolToday is also the publisher of the Global Mindset Magazine. The conference featured prominent speakers, approximately 100 participants from 33 countries, more than 12 embassies, international entrepreneurs and managers, and journalists from Diplomat Magazine EU.

This conference dealt with topics aimed at complementing those issues that, on multiple occasions, are omitted despite their enormous importance in negotiations with clients and possible strategic partners.

The program started with a presentation by Professor Dewanand Mahadew, CEO of NewEconomyStrategies (The Netherlands), on “Impactful Communication in International Business”. He emphasised the need to be cautious and discreet to avoid offensive situations. Knowledge about communication and understanding others is key to reasonable negotiations. Staying calm and positive is essential.” He recommended applying understanding, empathy, respect, prudence, and compassion.

He highlighted the urgency of “knowing how to navigate the world easily. That is, being able to ‘feel at home to avoid being seen as strangers. We must develop a global mentality and understand and learn about culture, politics, and economic systems to become familiar with the country we are visiting”. His speech included globalisation by specifying: “The globalised world requires connecting skills. This means feeling comfortable and being loved in the places we visit. We must have the ability to connect with other people despite existing differences”.

He referred to interpersonal skills as “communicate, persuading and negotiating, and having a critical mindset.” That is, being aware of what we do creatively and responsibly and enjoying a correct image. He suggested developing the “skills of knowledge, learning, and imagination.” Finally, he commented on the importance of appearance and how we express ourselves verbally and non-verbally in a business conversation. Apart from the first impression generated is the profile made of us.

René Spaan, leader of the Smart Mobility project (The Netherlands), addressed “Personal Anecdotes Working with Mexican Diplomacy”. He began with a revelation inherent in his experience: “If you work as many people, there may be those who do not keep their word”, alluding to the absence of seriousness in the business environment. He placed particular emphasis on credibility and on “legal and financial” factors in business.

Based on his recognised career, he recommended, when entering into trade agreements with Mexico, “to understand Mexican culture to become familiar with the cultural factors of the country in which you do business”. He was forceful in reiterating that the Aztec country is not “pure drug trafficking or illicit activities”, as is frequently exhibited through the media. It is a nation with extraordinary investment potential and rich historical diversity.

Gerardo Correas, president of the International School of Protocol (Spain), discussed “Protocol: Sentiment to Communicate” established several conclusive details aimed at understanding the function of the protocol and asserted “the protocol is nothing other than techniques to organise and they must occupy in each country depending on the current forms of communication. You have to place it in the context in which we live”.

He commented on working on the different emotions of the participants in an event to make it an experience and suggested that the social sciences be incorporated into the protocol to guarantee the proposed objective. He was conclusive when he said: “Each event should be an experience that channels feelings and emotions.”

He alluded to the “personal brand” and how it contributes to distinguishing, defining and differentiating. “To single out and enhance the entity’s brand, we must generate impact,” he said. It is a job that is the responsibility, in an organised way, to all areas of the company and “thinking about a global communication strategy.” Finally, he noted, “We must change the language or the words that protocol experts use to suit the public. It corresponds to transferring the protocol’s message in a simple way to society”.

Adriana Flores, an expert in Protocol & Diplomacy and founder of ProtocolToday (The Netherlands), spoke on “The Impact of Protocol and Diplomatic Skills in International Business”. She commented on how “internationalisation” has affected our lives worldwide. Therefore, she said, “we must know how to connect and be trained to deal with entrepreneurs and suppliers. We need to know the etiquette, protocol, and professional ethics” rules.

She highlighted the importance of knowledge in permanent professional growth and how “they will facilitate the opening of new doors in the workplace” and emphasised that “each of us must be the best ambassador of their own country in the world.” She shared her varied experience – in various international settings – and suggested creating a “business life” style to work.

She also referred to the connotation of “personal image”. She advised, “making the first good impression with impact. In business, etiquette is essential. We must adapt to the place where we will do business”. She reflected on deferential behaviour that includes values, ethics, and an impeccable track record that inspires respect and trust.

She also stressed that “we must be aware of the hierarchies of the country we visit and know the flags and symbols. The flags of a company should not be next to the emblems of the States. We must know about the matters concerning gift giving and receiving. Companies and embassies must have their gift protocol where they establish prices, details, and delivery methods. It is a symbol of friendship that means you are important; we appreciate it,” and she suggested giving the professional card according to the cultural context of the nation.

Héctor G. Pérez, president of the Enlazadot Business Chain (Mexico) stressed “Business Resilience”. He made a broad and exciting account of the business situation in his country and stated, “in Mexico, when it goes bad is when we get the most strength”. He highlighted “resilience” as the ability to adapt to an adverse situation and obtain favourable results.

He was categorical in his vision about the process of adaptation and evolution in Mexico for the times to come. “Social networks and digitisation have helped raise money,” he said. Finally, he gave a hopeful message by influencing: “We must believe in ourselves. It is not worth it if we do not believe in ourselves. It is a seasoning in us. We have to be empathetic with others in adverse moments.”

An enriching, reflective meeting, full of contributions and aimed at highlighting the scope and value of the protocol as a component of corporate work in its natural and broad connotation. Therefore, an imperative discipline to apply in our continuous efforts for professional growth. I evoke the pertinent reflection of Adriana Flores: “The power of protocol is essential; it is the art of communication.

By Wilfredo Pérez http://wperezruiz.blogspot.com/

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Writer by Wilfredo Pérez Ruiz, Teacher, communicator, and consultant in protocol, ceremonial, social etiquette, and writer of Magazine Global Mindset, The Netherlands.

19 December 2021

Category: Business Protocol. Conference

Reference: WP191221BP

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

CULTURAL INTELLIGENCE IN AFRICAN BUSINESS

In my last article, I dwelt on how African businesses must ensure that they prioritize cultural intelligence in all their undertakings in such a manner that all employees understand that the beliefs, values, and communication styles of their global client base are key to maintaining a competitive advantage.

Many years ago, I was a Team Leader in the marketing unit of one of Nigeria’s biggest and most successful international financial institutions. My office was located in the heart of a bustling, oil-rich city, and this meant that our clientele cut across high net worth people and organizations of very distinct and varied nationalities and cultures. My team was a repository of some of the organization’s smartest young people with top-notch training and hands-on experience in sales and marketing. A very hardworking colleague of mine was constantly following up with a customer – an Indian executive, and this entailed regular conversations over the telephone almost on a daily basis.

My colleague was of the Yoruba ethnic stock in Nigeria. If you are conversant with folks from that part of Nigeria, you would have noticed their natural predilection for effusive introductory salutations during conversations. The typical Yoruba conversationalist would naturally spend ample time repeatedly inquiring after the general wellbeing of all your relatives. It is their unique way of expressing love and concern.

None of us knew that, for months, my colleague had persisted in communicating with the Indian manager in this manner to the point of complete exasperation. On the day he finally decided to put a stop to the obvious irritation, the man sternly and curtly blurted out to my colleague over the telephone to spare him the long intro and “tell me business only!”

That was a classical case of cultural intelligence gone so wrong. Cultural Intelligence demands that we recognize that business in today’s world is hinged squarely on a holistic appreciation of cultural differences, beliefs, and attitudes that are very different from our own. To avert the sort of unpleasant scenario that unfolded in my colleague’s dealings with the Indian client, we must conscientiously get better at understanding and operating in a wide variety of cultures. A lack of cultural intelligence can lead to the type of gaffe that will cause upset and/or embarrassment, and which could potentially derail a business deal or project. Professionals that possess a high cultural intelligence quotient are more adept and successful at their work and business.

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PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Written by: Noela UGWU, Image Consultant and a communication expert.

7 November 2021, Nigeria

Category: Cultural Intelligence

Reference: NU171121CI

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

ORIGIN OF PROTOCOL: HUMAN COOPERATION

In the previous articles, we talked about protocol (Protocol in the XXI Century) from a scientific point of view. The existing literature on the discipline (Overview of the biography of Protocol) is like. Today we would like to talk about another equally relevant perspective: what is the origin of protocol?

The first answer that will probably come to our minds as professionals will be human socialisation. After all, it is a tool used in the celebration of symbols. But according to what we have researched from the perspective of sociology or psychology, this would be an obvious yet completely wrong answer among other disciplines.

From the psychological perspective, authors such as Ruiz Tafur (2009) review the phenomenon of socialisation according to authors such as Freud and Piaget. Her findings lead her to argue that it is defined as the acquisition of patterns of behaviour, attitudes and values that constitute the substrate on which the personality of the human being is built. Hence, socialisation would allow us to explain how the integration of the norms and standards of society occurs but not the process of creating them. Therefore, from this psychological perspective, the protocol does not come from the phenomenon of human socialisation.

Let’s look at the socialisation process from a sociological perspective. It is considered the process by which a person becomes a functional member of society, acquiring the culture that is his own. Socialisation is the process of acquiring a culture (Lucas Marín, 1986, p. 357). From this perspective, socialisation has an important weight because it entails a process of formation and growth of an individual but does not explain the origin of the protocol.

Ruling out human socialisation led us to investigate the latest scientific literature on human cooperation, and it is precisely there where we consider having found the origin of the protocol.

Studies argue that altruism or cooperation’s origin would be what we call parental altruism. In other words, it is the fact that occurs in animal and human species where cooperative behaviour is experienced with the nearest «family» to perpetuate the genetic makeup. This type of behaviour with the evolution of the species argues that it will be part of one or more genes in humans that will be transmitted from one generation to another. It is curious to say that the origin of cooperation is a selfish attitude.

This will produce what is called «reciprocal altruism» at one point or another. This implies a predisposition to altruism towards the nearest «family» and other people outside this nucleus who will also be recognised as altruists (Silva & Gustavo, 2015, p. 87). However, this is a limited altruistic behaviour since it is subject to expected retribution in the future. Taken to the animal world, we can give the alert call of some types of birds when a predator approaches to warn the rest of the group.

It is precisely at this point that a first step is taken towards the emergence of protocol since we move to the moment in which the human being realises that collaborating in groups -first with one or two people, and then with bigger groups- increases their chances of survival in their environment. This fact, moreover, is a turning point for humanity, as it will be able to discriminate between selfish and altruistic people. This situation is associated with an evolution in which the concepts of friendship, culture, moral aggression, etc., will emerge as elements that will reinforce, or not, cooperative behaviour. In addition, communication and other associated skills will also be developed.

With this scenario described, the necessary conditions are given for the birth of protocol. There will come a time when humans are in groups that need to equip themselves with rules that guarantee harmony. Who eats the most nutritious food? Who will be the gatherers, and who will be the hunters? Who sleeps in the safest place? Who has the necessary merits to lead, and what are those parameters that fit it? This situation is the origin of the protocol in our point of view. Settlements will be created, dominant individuals will emerge, coalitions and hierarchies will be identified with symbols, and gods will respond to and expand very abstract elementary concepts… The dominant power will realise that the use of events and protocol is a powerful communication tool that helps them stay in power and create a «brand image».

In addition, this origin would explain why each social group has a different type of protocol depending on its culture. Each of these groups that had no contact, or very limited, with each other has developed its own rules of coexistence and mechanisms. Therefore, to be able to deal with each other and maintain a peaceful coexistence, mechanisms have emerged that have given rise to what we call international and diplomatic protocol.

Protocol, hence, implies an escape from anarchy, chaos, and loneliness in search of the security offered by a group under a set of pre-established rules.

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PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

BIBLIOGRAFIA

Acedo, C., & Gomila, A. (2013). Confianza y cooperatión. Una perspectiva evolutiva. Contrastes. Revista Internacional de Filosofía, 18, 221-238. https://doi.org/10.24310/contrastescontrastes.v0i0.1169

Calvo, P. (2017). Reciprocidad cordial: Bases éticas de la cooperación. Ideas y Valores, 66(165), 85-109. https://doi.org/10.15446/ideasyvalores.v66n165.53225

Lucas Marín, A. (1986). El proceso de socialización: un enfoque sociológico. Revista Española de Pedagogía, 44(173), 357-370.

Ruiz Tafur, P. (2009). La Investigación En El Tema De Socialización. Psicogente, 12(22), 326-340.

Silva, C., & Gustavo, A. (2015). Cooperación humana, reciprocidad y castigo. Un enfoque evolutivo. Revista Colombiana de Filosofía de la Ciencia, 15(30), 81-121.

Written by Daniel DELMÁS, Professional of events and protocol

Category: International Protocol

Reference: DD171121IP

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

ANALYZING NETiquette’s VIRGINIA SHEA’S ADVISE (1)

Nowadays, overlooking NETiquette’s principles is practically equivalent to not knowing how to read or write since it is the way we are communicating in recent years. Doing it incorrectly can cause us some difficulties.

Although it may seem incredible, and despite the fact that this term took shape almost 30 years ago, many people still do not know it, and if they have heard of it, in many cases, they have not paid the necessary attention.

Thanks to the evolution of networks, spreading the many rules of this subject has not become as complicated as a literacy process would have been in past centuries; However, it is difficult to find people capable of recognising that they have much to learn about this branch, either due to lack of humility or because it is difficult to believe that it is necessary to handle behavioural principles for something as simple as writing and the use of the varied resources that technology provides today by means of electronic devices at our fingertips.

It must become an academic subject, but until that happens throughout the world, we are going step by step to deepen each of the aspects that involve the extensive knowledge of NETiquette under a global business approach. To begin this task, we will focus on the book “Netiquette” by Virginia Shea, known by many people who “The 10 Core Rules of Netiquette” was released for the first time 27 years ago, in 1994. So let’s get started!

Remember the human on the other side of the electronic communication. In online communication, it is very easy to forget that there is a human being who will receive our messages or someone behind the words we read. It’s easy to respond to a negative comment because it reads on a screen instead of looking into a person’s eyes. An implicit and misguided “freedom” often encourages acting or writing without prudently weighing the consequences.

As it is not a face-to-face task, we will not know with certainty the tone, emotion, intention, and expression of the person who transmits and receives a text or even the intensity of a message, which can lead to misinterpretations with serious and irreversible consequences. A misunderstanding creates a terrible impression of someone who does not even know – (On the Internet, “the first impression” is stronger than in the face-to-face world) – since the way of expressing themselves, the way they answer, the attention paid, diligence, and other aspects of behaviour, mark important guidelines in the perception of those who read us, even more so in the business world.

We have to understand that poor communication skills online and showing a negative or wrong image could break relationships, destroy a reputation, or create significant group conflicts.

It is not surprising that meetings have become information by email, video calls, or video conferences in today’s business world. The pre-warning or rebuke that must be given in person is now given through a chat message or online communication. In the same way, corporate chat groups are something very common, such as the need for a Human Resources record. Here, we must ask ourselves if the administrators of these groups can support and consolidate that group of people with the characteristics and skills of a Public Relations Officer, understanding that they are in the position, not just adding or removing participants but even blocking or censor certain posts. That role function requires greater responsibility since he is responsible for several people who cannot see each other. That due to a negative cerebral predisposition when communicating systems that do not provide the clarity of what is said and what is meant, they tend to misinterpret or react adversely to an endless list of ambiguous messages or instructions that lead to a series of dislikes and difficulties that are not always easy to fix.

On the other hand, let’s not forget that everyone has the right to privacy and free time, so considering the company chats as an extension of the office is a serious mistake. The hours and days off must be respected outside working hours. The administrators of business groups or bosses must behave themselves under rules of respect and the emblem of considering others in their private lives that they would expect of themselves.

It is necessary to emphasise that online contact does not allow implicit communication; therefore, it becomes ambiguous and can be easy to offend or be offended. There is a great risk from the negativity bias in our mind programs to interpret ambiguity as unfavourable. Our messages must be carefully thought out to be sent, and an open mind is required to read those received. Who has not lived the fear of the message´s ghost that does not come with the idea that it is an unpleasant message? And when the messages arrive, if they are ambiguous, our brain will wander towards the worst possible interpretation.

For this reason, it is important to work to assume a positive intention on the part of our issuer/sender and provide a positive interpretation when reading. If we are convinced that it has a negative background, we should ask an explicit question in the most respectful way possible to clear up doubts. Based on these considerations, we have an obligation to aim for minimal or no ambiguity in our messages, with a transparent and trustworthy attitude. Sarcasm can be great for many people, but chat is not the right channel.

A retaining wall is thinking if our written words could be manifested head-on/straightforward. It is very easy to write negative words or comments because we do not see or perceive the expression of displeasure, anger, frustration, or even pain, of the person who receives them. If the answer is no, we should review and rewrite until we are certain that we are not sending something we do not mean to be sent. When the messages involve emotions, it is better to wait for some time to stall and if it is unfailing, opt for the face-to-face message or the telephone. If there is an extreme circumstance, we must express something that we know. It will not make the receiver happy; let us try to ensure that our message fully transmits what is required to be expressed and thus, avoid misinterpretations, such as an admonition or a dismissal that cannot be given directly due to distance or connection problems.

Considering the human condition of our recipients, we do not send offensive or inappropriate messages, which can be saved and disclosed. Let’s remember that once we send, we lose control of how far it goes. Surely the aggravated person could feel the right to make the inappropriate message known if the circumstances require it, even escalating to legal measures such as defamatory evidence or other major offence. There is the case of Oliver North, a White House email system user, PROFS, who naively and diligently deleted incriminating notes that he sent or received but was unaware that, elsewhere in the White House, the systems´ managers stored said notes that were later used as evidence against him during the trial in which he was convicted.

To end, there is the reference of the commercial world, in which the chat has become the customer´s favourite channel because it provides instant responses and, when it is a live chat, a “human” side is shown as part of the corporate branding. Furthermore, it has been proven that companies that offer adequate chat services attain a 6% growth.

On the opposite side, 47% of consumers complain about not having a positive chat experience, and it is not due to the answers that the person in charge of informing or attending can provide, but rather to how they write or express them. That can degrade or burden the customer experience by a large percentage. This bad experience can become even more intense if the chat service person in charge does not know NETiquette in terms of attention and service in networks. This experience could become disastrous for not having the ability to assume that we are dealing with a customer who expresses a need, in many cases, loaded with emotions that we cannot see but that must be prevented by responding with the necessary measures. Failure to do so and lack of knowledge can cause significant harm to business growth; however, this issue will be dealt with extensively in another section.

VIP SPECIAL EDITION

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Writer by Claudia STOHMANN R. de A. Communicator, speaker, writer, etiquette, and protocol expert.

27 October 2021, Bolivia

Category: Business Etiquette

Reference: CS271021BE

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

DEVELOP YOUR PROTOCOL & SOFT DIPLOMACY SKILLS

ProtocolToday is a capacity development company specialises in connecting values, culture throw soft power en protocol based on understanding of the use of soft and hard power in de public and private sectors around the world taking care of the imago to work in a natural way. ProtocolToday enables organizations, embassies and individuals to meet the needs and expectations at national and international stages in public and private sectors. Our masterclass training programs enable your staff to represent themselves and the organization with excellence and distinction.

All our programs and services are designed to share tailored information and “bridge” gaps.

Our clients are: ambassadors, diplomats, embassy staff, consulates, honorary counsels, government officials, and employees/managers of international organizations, entrepreneurs, directors, managers, public relations staff, protocol officers, board members, consultants and other professionals active in the international domain.

PROTOCOL & SOFT DIPLOMACY

The advancements in modern communication, such as emails and social media, have made protocol and soft diplomacy even more relevant, as these skills are essential in creating differentiation, appeal and making deep impacts on stakeholders. For these differentiations it is important to train the staff through customised programs and enhance their cultural sensory and soft diplomacy skills.

Soft diplomacy moves through a continuum – from a strategy of coercion, to non-confrontational action. It relies on consultation, mediation, negotiation and an acknowledgement of the important role of values, culture and ethics in inter-personal relations.

Therefore, our trainings in protocol and soft diplomacy skills are geared at helping professionals to develop skills in effective cross-cultural communication, tactful social interactions, keen observation and effective public relations.

Our programs include awareness about the sociology and anthropology of people of different regional and cultural groupings, to ensure understanding of empathy, cultural sensitivity, ultimately and creation of delightful interactions.

KEY CHALLENGES

Build the right images and perceptions about your nations and its qualities;
Facilitate process for Twinned Cities with Dutch cities;
Be instrumental in building business and cultural relations;
Organize events that create impact and experience;
Be the soft engine (first impressions) connecting stakeholders from your country with Dutch stakeholders.

Protocol Today
Contact person: Adriana Flores
Telephone: +31 (0) 6 1168 1465
Email: contact@protocoltoday.nl
Linked in: Protocol Today
Website: www.protocoltoday.nl

HOW TO DO BUSINESS IN INDIA

How to do business with India – Your largest trading market.

“When India reforms, the world transforms,” PM Narendra Modi said as he addressed the 76th UN Assembly in September 2021. He emphasized India’s comprehensive democracy and its importance to the world.

India, the world’s largest economy, is also the fastest growing economy. With more than half a billion people between the age of 18 to 45 – the Gen Z, India has a younger generation who are more confident, tech-savvy, growth-minded, and believe that innovation and collaboration will solve the worlds’ problems. Hence, there is little reason to refute that India should be the preferred destination to do business. As a matter of fact, India is also home to the 3rd highest number of billionaires in the world – only after the USA and China.

This nation is known for its diversity, with 64 different regional languages, 21 official languages, have 32 states, and each state has its own official language, different food habits, values, and belief systems. The sheer complexity of the nation’s culture is mindboggling. India is among the oldest civilizations in the world. A two-page article will not do it justice; however, knowing a few things about this diverse country will give you an idea about the people and the culture.

I have tried and tested the system over the years. Moreover, as an Indian, I understand the intrinsic nature that drives our culture – the thinking, the motivation, and why we do things the way we do them. This knowledge is priceless for a person of non-Indian origin. When you know the people of the land and how things work there, it is much easier to advance your business, knowing how to avoid the pitfalls.

Indians are a high-context communication country –You might have to spend a considerable amount of time establishing business relationships before you conclude a deal. It is important to build rapport, to visit families and it is culture to invite visitors over a meal. This is unlike our western counterparts, where importance is given to the business dealing alone. In India family and relationships matter. Once you engage with a person, within one or two meetings you will never know whether you are on the same plane as your counterpart. Your Indian partner will judge you by expressions, body language, relationships, posture, social status, previous interactions. The place where you set the meetings, your tone of voice, dress code – everything plays a role.

Greetings – Namaste or Namaskar is the common greeting all over India. Although Indian business people like to shake hands, as well as women in urban cities may shake hands, usually, the folded hand gesture is more comfortable to all. In these days of the global pandemic, a namaste is also probably safer – like the fist bumps in the Western world. Hugs are not common. An Indian businessman may occasionally greet someone with a hug but that is usually only if he knows the other person really well or if they are family; but almost never with the opposite gender.

2. Progressive India- In the past India has been quite infamously known for its lack of punctuality. But this is changing fast; the younger generation is much more sophisticated and professional. They value time. Gone are the days when you waited hours and hours to meet your Indian business partners. The new India is displaying new values. The right ones.

3. Value-conscious people – Indians are far more value-conscious than their global counterparts. Especially in the west. Traditionally Indians are highly price-conscious

But they are now willing to spend on experiences, education, travel, and have a global presence. Nevertheless, an Indian business partner will negotiate for the best deal.

It is often confusing for a foreign partner to recognize the outcome of the meeting, because we do not like to displease people, hence you will never hear the word “NO”. Therefore, it is important for an outsider to understand the underlying meaning of the conversation.

4. India is inherently hierarchical in nature. Decision-making is usually top to down. It is considered disrespectful to be in disagreement with superiors. Start-ups and small businesses are a bit more informal because they are mostly run by the younger generation; it is slowly becoming easier to debate on incongruity.

5. India has extensive trade treaties: Many countries enjoy the benefits of the free commerce movement. A well-developed financial system and competitive tax reforms bring additional ease of doing business here.

Here are a few more quick tips to know my countrymen better

Indians are shy, soft-spoken, reserved & speak in a low voice;
It will take time to “warm-up” or “get started”
Family plays a greater role in decision-making. Mutual dependence and interdependence are large.
Public display of affections is discouraged.
It is the land of festivals. Before you plan your visits here make a note of holidays. As most of Government offices and privates sectors may not be available for business.

“India is the one land that all men desire to see, and having seen once, by even a glimpse, would not give that glimpse for all the shows of all the rest of the globe combined.” – Mark Twain

Hence, reforms in India would transform the world.

A stable economy and a superior financial system designed to attract foreign investment, digital competitiveness, and a massive consumer market make India a lucrative business target for the global community.

Welcome to India; let’s talk business over the Chai (Indian Tea).

Writen by Kruti SHAH, Licensed Practitioner of ProtocolToday Academy India.