Doing Business in France: A Guide to Cultural Differences

Doing Business in
France
A Comprehensive Guide on Culture, Communication
Practices, and Business Practices in France
Prepared By,
Gina Hales, Raymond Hovland, Elizabeth Loeffler,
Charles Remise, and Christopher Sturgeon
May 15, 2013

Doing Business in France 1
Table of Contents
Executive Summary……………………………………...........2
Introduction……………………………………………………3
Cultural Values…………….………………………….…....….4
Communication Styles…………………………………………6
Business Etiquette………….………………………..………....9
Business
Relationships……………………………….....…......11
Time Orientation…….……………….…………….....…...…..13
Recommendations………..………………………..…..………14
List of Illustrations…………………….…………..…………..15
Bibliography……………………………………….………….16

Executive Summary
Analysis of France’s Business Communication Practices in Comparison with the United
States:In order to prepare for the expansion of Mustang Jeans into France, the Corporate
Communications department has researched the main cultural differences between France and
the United States. This information will be vitally important in ensuring the appropriate
communication practices and therefore successful business relationships while interacting with
the French.
Analytical Methods:The research documented within this report is gathered from various
cultural information sites, the main resource being Kwinstessential.com. The research on
communication theories and cultural values is based on the findings of Edward T. Hall and Geert
Hofstede. Other sites visited are identified in the bibliography section of this study.
Key Cultural Differences:There are many important differences between the French culture and
the United States culture. Language, time orientation, and communication styles each contribute
to these key cultural differences. In order to establish successful business relationships with the
French, it is vital to first form a personal relationship, due to the country‟s high context culture.
Establishing and keeping this relationship on both a personal and professional level will be
achieved after a gained understanding of the cultural differences as described in this analysis.
Recommendations:In order to achieve a successful expansion into France, we recommend that
all Mustang Jeans employees who will be involved in the expansion participate in a cultural
training workshop. This workshop will inform employees of the main cultural differences
between the United States and France, specifically focusing on the communication practices and
business relationships. The valuable knowledge that this training workshop will supply to the
employees will allow them to build long lasting, trusted relationships with the French, which will
form into prosperous business relationships for the company.

Introduction
Mustang Jeans plans on expanding into the European market through the entry point of France,
in a strategic move to increase sales and gain share in the eastern markets. Because of the level
of importance of this expansion, and in a hope to achieve the largest possible market penetration,
Mustang Jeans needs to be fully prepared with every advantage possible. One of these major
advantages is understanding the culture of France, as well as the way that business is done within
the country.
This study was created in order to facilitate that need for information, and provide a
comprehensive look into the way that France does business, as requested by the executive
management. This study will provide those executive managers with a clear lens through which
they can set priorities, design work and meeting schedules, and instruct employees on proper
practices. This report will focus on several key topics:
• Cultural Values of France
• Communication Styles of France
- Verbal Communication
- Non-Verbal Communication
• Proper Business Etiquette and Attire
• Building Business Relationships
Through the use of this comprehensive study, a focal point of which being identifying key
cultural differences in business and personal relationships, Mustang Jeans will be more prepared
and better equipped to maximize the penetration into this new market, due to the increased
understanding of how the culture functions. The report draws on some of the most influential and

Figure 1
Hofstede’s Country Comparison
Source: The Hofstede Center
prominent cultural theories to help identify every aspect of French life that could be a potential
problem to our American company, due to simple differences.
Cultural Values
Geert Hofstede
Geert Hofstede, born in 1928, was an influential Dutch researcher in the field of organizational
studies with a focus on organizational culture. Hofstede also worked on different fields as
cultural economics and management. His most
notable work is a cultural dimensions theory that
includes 5 dimensions: Power Distance, Masculinity, Individualism, Uncertainty Avoidance and
Time Orientation. This study is considered to be one of the most comprehensive in regards to
the influence culture has on values in the workplace.1
Power Distance:The system in France shows
that every decision is carefully studied before
being taken, and that a lot of people have to see
the project and to give their opinion. That
makes the hierarchy very important, with
power very centralized. That is why the power
distance in Hofstede´s Analysis is pretty high at
a value of sixty eight. In France, it is very
important to make a difference between
hierarchical levels. It is a society in which
inequalities are accepted. Hierarchy is needed
if not existential.
According to Iribarne, a Spanish politician, the fact that French accord so much importance to
power distance in society is due to the fact that a distinction needs to be made between power
distance and hierarchical distance.2
Though power distance may be reduced in one part of a
1
“The Hofstede Center.” Geert-Hofstede.com.
2
JagdeepChhokar, Felix Brodbeck, and Robert House, Culture and Leadership Across the World

business, the distance with people who are hierarchically higher in the firm remains still high.
There is a desire to limit this power distance between employees and leadership, but the system
and the “logic of honor” is perpetuating hierarchical distance.3
Individuality:The issue addressed by this dimension is the degree of interdependence between
employees or individuals in a society. The French environment at work is very individualistic,
because it‟s a characteristic of the culture. The accent is set on competition rather than
teamwork. Thus, people work most of the time alone, which creates an intense environment of
competition in some companies. French people are individualistic because they look after
themselves and their direct family. They do not consider themselves as a part of a specific
group.4
Masculinity/Femininity:The French society is driven by competition, achievement and success.
We can explain this fact because men are leading in business environment. This system starts in
school and continues during the all life. This particular environment provokes this distinction
between men and women.
Men are looking for being the best, and women are looking for having a good quality of life.
That is the main difference between them.
Nowadays, there are still some inequalities concerning women in a professional environment.
Indeed, there are some inequalities concerning salaries, jobs, and power in firms. However, they
are more and more women in business, so things are changing since 10 years. Women have
access to executive jobs, and their skills are more recognized in today‟s organizations.
Moreover, France is less a competitive country compared to America for example, where people
compete for promotions in companies. In France, men and women are more equal about
promotions, when it not concerns executive jobs as CEO or high executive jobs.5
Uncertainty Avoidance:This dimension relates to the fact that a society can control the future of
its activity or not. Certain societies feel threatened by ambiguous situations and that‟s why they
3
“The Hofstede Center.” Geert-Hofstede.com.
4
Ibid
5
Ibid

manage risks in order to limit uncertainties, and anticipate next events. All cultures don‟t view
uncertainty avoidance in the same manner. Some prefer to control the future; some others prefer
to let it happen. France has one the highest scores in uncertainty avoidance. They like to control,
and in order to, they provide a lot of trainings and teach their employees how do manage risks.
They are very attentive to details. Moreover, they meet often and plan on how to reduce certain
risks.6
Long-term orientation:According to Hofstede´s analysis, French culture is not an ambitious
culture, because people don‟t like to take risks. They don‟t have really a future-oriented
perspective, they have more a conventional historical short-term point of view. France has a
great respect for tradition, norms and values as guidelines. Truth is also very important.We can
observe this in business and in politics, where taking risks is not very welcomed in organizations.
That‟s why French people are more likely to take a short-term view, and this is explained by the
fact that they are looking to have quick results. Management is based on personal achievement,
hard work and managers are judged on short-term results.7
Communication Styles
Edward T. Hall
Edward T. Hall, a famous American anthropologist from 20th
century, is credited with some of
the earliest discoveries of communication factors within culture. Hall is most known for his
studies in human proximity and the context of cultures. In his study of verbal communication,
Hall divides cultures into two contexts: high context and low context. When a culture is low
context, the communication practices are highly based on the words that are being spoken
between people. In a high context culture, communication is less based on words, and much on
body language, positioning, and relationships. In the figure to the left, one can gain a better idea
of high and low context culture habits. In researching proximity, Hall classifies a culture‟s need
for space and ownership as either high territoriality or low territoriality. Hall claimed that
cultures who are high territoriality tend to be low context, and cultures that are low territoriality
6
Ibid
7
Ibid

tend to be high context.8
After studying the French communication styles, one can discover that
France is high context culture, with a low territoriality.
8
“Hall‟s Cultural Factors.” Changingminds.org.
Source: Jeitosa Group International.
2012

Verbal
Communication: The verbal communication style in France is honest and straightforward. The
French will not hesitate to ask questions and express their own opinions which often results in
discussions or negotiations which may seem to get heated or intense in comparison with
American discussions. It is important to the French that the person they are working or speaking
with at least tries to speak or learn a bit of French, and if not, that the person apologizes for not
knowing the language. For example, when greeting all types of people, it is expected to say
'Bonjour' (good morning) or 'bonsoir' (good evening) followed by the title of Monsieur (men) or
Madame (women) and to say 'au revoir' (good-bye) when parting from the people. An attempt at
using these small greetings will be expected and appreciated, but the French will speak in
English if they realize your French isn‟t very strong. Topics of conversation that are well
received include French food, philosophy, and art; conversations involving money or politics
should be avoided.9
Non-verbal Communication: The non-verbal communication in France is characterized by the
high importance placed on good posture and manners. The French tend to have a low
8
“Business Etiquette and Protocol in France.” Kwintessential.com.
Figure 2
Low Context Vs. High Context

territoriality, and therefore stand closely to each other during conversations, with body contact
involving light touching. Eye contact is important, and keeping one‟s hands visible and away
from their pockets is normal. Some gestures and actions that should be avoided include the “ok”
sign, snapping your fingers, hitting your palm to your closed fist, and chewing gum in public. To
show your agreement or consent, a “thumbs-up” sign is acceptable.10
The written communication is very formal in France. If you are not comfortable writing
in French, your business card should be in English. Business meetings can be made by telephone
or by written request, and are scheduled by secretaries. Secretaries may serve as your source of
information from French business partners.11
Business Etiquette
10
Ibid
11
Ibid

Appropriate Business Attire:France is to be considered by many to be one of the most fashion-
forward nations in the world and has been for some years. 12
In France business dress is
understated and stylish and you are expected to look your best in any professional
situation.13
Businessmen in France are required to wear traditional business suits that are dark in
color for the scheduled meeting. Women are expected to either wear suits or an elegant or
sophisticated dress in soft colors, avoid using bright colors. It is imperative to understand that
jackets must stay, as in France it is a sign of unprofessionalism, and should be avoided at all
costs.
Meeting and Greeting:To sustain a professional business relationship with French customers and
associates it‟s important to greet them with the phrase „bonjour,‟ meaning good morning, and
„bonsoir,‟ meaning good evening.14
The handshake is a common form of greeting in France. It‟s
essential to understand that the French only use first names when they are speaking to family and
close friends, so only use first names after you have established this close relationship.
Business Meetings and Office Etiquette:In the French culture, appointments are always
necessary, and must be made at minimum several weeks prior to the meeting. These
appointments can be made over the phone or with written documents, and
it is wise not to schedule meetings during the common vacation period,
between July and August.15
If there are to be expected delays on arrival
of scheduled meeting, telephone straightaway and explain the reason for
running late. Business meetings in France are to converse issues and not
to make conclusions first time, it‟s vital to avoid overstated claims, as
majority of French will not welcome hyperbole.
Dining Etiquette and Table Manners:Being on time is crucial in the
French culture and it‟s unacceptable to arrive more than ten minutes late.
It‟s vital to telephone and give an explanation on what is going on. If
12
13
Ibid
14
Ibid
15
Ibid
Figure: 3
French Flag
Source: Bows n‟ Ties

asked out to a big dinner party, it‟s important to send flowers the morning of the dinner party, as
the French like to display the flowers at the evening event, particularly in Paris.
The way you dress is critical as the French people are very fashion aware and their type of casual
is not relaxed as in many western countries. Good table etiquettes are so essential in France, so
make sure not to begin eating until the hostess says „bon appetite‟ as it is common courtesy to
wait. Do not put your elbows on the dinner table; though make sure to keep your hands in sight.
Leaving your wine glass almost full means that you don‟t want any more, as soon as the wine
glass comes close to empty it will be filled straight back up.
Gift Giving: Giving gifts is acceptable but is needed to be exercised with discretion. This is
because warmth and generosity between business associates is not a norm in the French business
culture16
It is suggested that you don‟t include your business card with a gift, as it should relate
directly to business but rather be on some type of personal level. Gifts are usually opened when
received and if given wine make sure that it is of the uppermost quality, as almost all French
people really appreciate their wines.
Business Negotiation: The primary approach to negotiation in France is to engage in a debate
typically aimed at reaching a mutually agreeable solution. The style of negotiation that the
French use is cooperative. They are very passionate negotiators and they can sometime appear to
to be aggressive. It‟s important to stay calm, tranquil, patient and determined when negotiating.
A lot of French people spend a numerous amount of time gathering important information and
discussing details before they begin to bargain in the
negotiation stage. Majority of negotiations that are
conducted by the French are slow, they take time in
bargaining and decision making, which can be a very
prolonged and time consuming. 17
It‟s critical to maintain
direct eye contact while speaking and to avoid any
confrontational behavior or any high-pressured tactics.
French business is hierarchical, where all decisions are
16
“International Gift Giving Etiquette – France” 1WorldGlobalGifts.com
17
“Negotiating International Business – France” Global Negotiation Source
Figure 4
French Wine
Source: Squidoo.com

mostly made at the top of the organization.18
Women in Business: Most businesswomen in the French society struggle to reach positions of
similar income and power as men. Businesswomen should courteously receive any chivalric
gestures that they receive. Exhibiting self-confidence and assertiveness can be effective, though
it is essential not to appear excessively bold and aggressive.19
Business Relationships
While conducting business in France, behaviors that emphasize courtesy and are carried out with
respect for formality are appreciated. By forming a large network of personal relationships, you
will have an advantage that can benefit you later in the business relationship. The way a French
person communicates is governed by three criteria that should be taken into consideration while
analyzing the target audience: their social status, their level of education and where in the
country they were raised.20
In negotiating winning business deals, respect and mutual trust is
essential. Trust is earned by adapting to the cultural norms in the society and get inside the
French counterpart‟s social circle.
Social Circle:The French are very private
people, and keep many things only between
themselves and those in their intimate circle of
family and close friends. They also function
with different sets of rules when dealing with
those outside that circle.21
The French are polite
to everyone, but cannot be their true selves
except when with those they see as closest to
them. Friendship in France brings with it a set
of roles and responsibilities much stricter that
18
19
“Negotiating International Business – France” Global Negotiation Source
20
21
Ibid
Figure: 5
Initial Relational Position
Source: Photo courtesy of Raymond Hovland

in the United States. You are expected to be available whenever you are needed, and the
friendship requires frequent, if not daily contact.22
Problems with families should never be
discussed with the French, as they consider it to be rude, along with inquisitions about money.
This should only be done if you are considered a true friend or inside their social circle. It is
actually acceptable to talk about sex, religion and death no matter what the relationship is.23
Your goal is to move inside their “circle of trust” by acting properly in meetings, because
meetings is where you will deliver your first impression and also show what you have to offer.24
Forming Relationships: French men and women approach problems from a theoretical point of
view.25
In forming a relationship with a stranger, the French want to know whether or not you
exhibit the abilities of giving logical arguments based on facts and evidence, rather than
emotional or high-pressure techniques. They like to have a discussion for discussions sake to
interact in the logical process that the discussion is. You should expect many interruptions when
you talk. This is considered a necessary part of the conversation and you are expected to do the
same back to show engagement and interest in the topic. It is perfectly normal that everyone
talks at the same time in a seemingly intense argument, but this is in fact just a normal
discussion.26
Also, expect a lot of gesticulations which is also considered normal. The best way
to handle these meetings, if you are unfamiliar with how to behave, is to observe their behavior
and adapt to it.27
French people ask personal and probing questions, because they want honest
answers back, as this helps them build the relationship.28
That is why they can appear extremely
direct to people not familiar with their way of conducting business. They do not appreciate
hidden messages or prepared answers – they want your true, genuine opinion.
Business Lunch: A business lunch in France often lasts for an extended period of time, over two
hours. these business lunches are very important in the French culture. It is here that business is
done as well as where personal relationships are built. Without this kind of interaction, it will be
almost impossible to develop a long-term relationship with them. After the lunch meeting, you
22
Ibid
23
(Blendstrup et al. )
24
25
26
Ibid
27
Ibid
28

should ask the businesspeople present for a further meeting to get to know each other more, such
as coffee or, perhaps, leaving it with a promise to call . These promises are critical to keep,
because credibility in France is something fluid. A missed coffee meeting, or a forgotten phone
call can destroy any reputation that has been built with them previously, and can send you back
to the very beginning stages of the relationship, if not tarnish it irreparably.
Maintaining Relationships: After having formed a successful relationship, it is important to
maintain it. French executives are eager to maintain long-term business relationships, because
they put much effort into finding trustworthy alliances. Before going to further meetings, it is
ideal to have some background knowledge of French history and culture. The French are a proud
people that like to talk about things in the past and expect other people to understand what they
refer to.29
If you do not speak French, sincerely apologize for your lack of knowledge, as this
may assist in the forming of the relationship. The best option would be to learn some key phrases.
This will impress the French and show your desire for a long-lasting relationship with them.30
Another mean of communication is online networking. This method is effective in maintaining
the relationship, but should never be used to start or build one, especially not with Baby Boomers
or Generation X. In all dealings, be polite, honest and keep your promises, this will keep you
inside the circle of trust that gives you all the advantages of being a reliable business partner.31
Time Orientation:
Time is viewed differently in France, depending on where in the country you conduct your
business. In northern France, in the areas around Paris, you should expect to be on time. If you
have a meeting at 12 PM, you should be there at 12 PM. However, the further south you go, the
more relaxed punctuality becomes. Being fifteen minutes late is perfectly acceptable in the
middle of France. If you have an appointment at 12 PM in the southern region, be there closer to
12:30 PM.32
Recommendations
29
30
Ibid
31
Ibid
32

Create a Workshop Focusing on Doing Business in France: It is imperative for the success of the
integration of Mustang Jeans into the French lifestyle that the employees of the company fully
understand what is required to do business there. Through this intercultural training workshop for
all employees that will interact with French customers or business partners, an understanding on
the processes of building, fostering and maintaining business relationships, appropriate
conversation topics, cultural norms and taboos, and proper etiquette will be obtained. This
training workshop will be on a Saturday, with a traditional French lunch provided for all
attending employees. The workshop will give employees the tools to first foster personal
relationships with the French that will form into profitable business relationships for the
company for years to come.
Encourage French Language Courses:The French feel that having a basic knowledge of their
language as an outsider implies a great deal about the desire for relationships. Learning basic
phrases such as proper greetings will be appreciated by the French because it shows a genuine
desire to understand their culture. Through training courses on the fundamentals of the French
language, employees of Mustang Jeans will be better equipped to make a good impression with
the potential business partners in France.
List of Illustrations

1) Figure 1: Hofstede‟s Country Comparison: France Versus the United States
2) Figure 2: Low Context Versus High Context Cultures
3) Figure 3: French Flag
4) Figure 4: French Wine
5) Figure 5:Initial Relational Position When Starting Business With France
Bibliography

Blendstrup, Angelika, Ale Gicqueau, and Pierre-Jean Charra. "Building Business Relationships
in the French-Speaking World." US Professional Business Communications for
International Executives and Entrepreneurs. http://www.professional-business-
communications.com/building-business-relationships-in-the-francophone-diaspora
(accessed May 5, 2013).
Changingminds.org. “Hall‟s Cultural Factors.”
http://changingminds.org/explantions/culture/hall_culture.htm.
Chhokar, J. S., Brodbeck, F. C., & House, R. J. (2007). Culture and Leadership Across the World.
N.p.: Psychology Press.
"France - French Culture, Customs and Etiquette." Kwintessential.
http://www.kwintessential.co.uk/resources/global-etiquette/france-country-profile.html
(accessed May 12, 2013).
Hofstede, Geert. "The Hofstede Center." Accessed April 30, 2013. Hofstede, G. (n.d.). What
about france. Retrieved from http://geert-hofstede.com/france.html.
International Gift Giving Etiquette – France
http://www.1worldglobalgifts.com/francegiftgivingetiquette.htm (accessed April 26,
2013).
Kwintessential “Business Etiquette and Protocol in France” Kwintessential.
http://www.kwintessential.co.uk/resources/global-etiquette/france-country-profile.html
(accessed April 25, 2013).
Negotiating International Business – France
http://www.globalnegotiationresources.com/cou/France.pdf (accessed April 26, 2013)

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