This document provides guidance on conducting business negotiations in Brazil. Some key points:
1) Building strong personal relationships and trust is essential before serious business discussions can begin. This process can take several trips and significant investments of time and money.
2) Maintaining long-term commitments and perspectives is important to establish productive cooperation, as Brazilians prioritize relationships over business objectives.
3) Respecting status, rank, and avoiding conflict or criticism is crucial to avoid damaging negotiations. Politeness and showing genuine interest in others will help build relationships.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
This document outlines how desktop support is changing and provides recommendations for adapting to the future. It notes that desktop support is moving from on-site hardware support to remote support of a variety of devices. It recommends developing business skills, understanding current technologies, leveraging transferable skills, and continuous learning. The document suggests attending HDI meetings to learn about industry trends and best practices. It provides an agenda for an upcoming meeting focused on career paths, interactions with the service desk, and technology forecasts. The overall message is that desktop support professionals must adapt to remain valuable by focusing on the user experience and business needs rather than specific devices.
If you own a business of event management then build a powerful presentation for your business through our event management PowerPoint presentation slides which helps in describing the important aspect of your business to your potential audiences such as business investors and sponsors. Thus, make use of this PowerPoint layout to describe event management planning for making your event a success with all your efforts and measures. This PPT image can also be used by business other than event management companies to prepare a document for managing a particular event in the business-like event of launching a new product or service, event of new marketing campaign for the business and many more. Thus, this event management PowerPoint is all in one solution for the associations to monitor or plan their business events idea’s effectively with this PowerPoint template. Just click and start documenting your ideas into words or graphics with this exceptional Presentation design to create an exquisite business PPT design. Attempt a fresh approach with our Event Management PowerPoint Presentation Slides. They embolden you to experiment.
Assignment 6:Simple film narrative structure analysissodamnsimple
The document outlines the plot of the movie Evelyn Salt, where CIA agent Evelyn Salt is accused of being a Russian spy assigned to assassinate the Russian president, forcing her to go on the run to clear her name and seek revenge for the death of her husband who is killed by the Russians. It describes the typical three act structure of setup, conflict, and resolution followed in the movie as Salt's story unfolds from the beginning of her being accused, through the middle crisis events, to the ending resolution of her escaping authorities.
Adele é uma cantora e compositora britânica nascida em Londres que alcançou o estrelato com seu álbum 21. Ela já vendeu mais de 25 milhões de cópias desse álbum e recebeu vários prêmios importantes como Grammys e Oscar. Adele também compôs a música tema do filme 007 - Operação Skyfall.
O documento discute a importância de um bom briefing para o sucesso da propaganda. Um briefing efetivo passa as informações certas às pessoas certas no momento certo de maneira concisa. Erros comuns incluem briefings muito longos ou curtos, ou muito sistematizados. Um briefing deve ser um diálogo entre anunciante e agência para garantir que todos entendam suas responsabilidades no processo.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
This document outlines how desktop support is changing and provides recommendations for adapting to the future. It notes that desktop support is moving from on-site hardware support to remote support of a variety of devices. It recommends developing business skills, understanding current technologies, leveraging transferable skills, and continuous learning. The document suggests attending HDI meetings to learn about industry trends and best practices. It provides an agenda for an upcoming meeting focused on career paths, interactions with the service desk, and technology forecasts. The overall message is that desktop support professionals must adapt to remain valuable by focusing on the user experience and business needs rather than specific devices.
If you own a business of event management then build a powerful presentation for your business through our event management PowerPoint presentation slides which helps in describing the important aspect of your business to your potential audiences such as business investors and sponsors. Thus, make use of this PowerPoint layout to describe event management planning for making your event a success with all your efforts and measures. This PPT image can also be used by business other than event management companies to prepare a document for managing a particular event in the business-like event of launching a new product or service, event of new marketing campaign for the business and many more. Thus, this event management PowerPoint is all in one solution for the associations to monitor or plan their business events idea’s effectively with this PowerPoint template. Just click and start documenting your ideas into words or graphics with this exceptional Presentation design to create an exquisite business PPT design. Attempt a fresh approach with our Event Management PowerPoint Presentation Slides. They embolden you to experiment.
Assignment 6:Simple film narrative structure analysissodamnsimple
The document outlines the plot of the movie Evelyn Salt, where CIA agent Evelyn Salt is accused of being a Russian spy assigned to assassinate the Russian president, forcing her to go on the run to clear her name and seek revenge for the death of her husband who is killed by the Russians. It describes the typical three act structure of setup, conflict, and resolution followed in the movie as Salt's story unfolds from the beginning of her being accused, through the middle crisis events, to the ending resolution of her escaping authorities.
Adele é uma cantora e compositora britânica nascida em Londres que alcançou o estrelato com seu álbum 21. Ela já vendeu mais de 25 milhões de cópias desse álbum e recebeu vários prêmios importantes como Grammys e Oscar. Adele também compôs a música tema do filme 007 - Operação Skyfall.
O documento discute a importância de um bom briefing para o sucesso da propaganda. Um briefing efetivo passa as informações certas às pessoas certas no momento certo de maneira concisa. Erros comuns incluem briefings muito longos ou curtos, ou muito sistematizados. Um briefing deve ser um diálogo entre anunciante e agência para garantir que todos entendam suas responsabilidades no processo.
This document provides an overview of business culture and etiquette in Brazil. It notes that Brazil is a racially and ethnically diverse country, with family as the foundation of society. Business meetings tend to be informal, with relationships prioritized over tasks, and include interruptions and emotional discussions. Verbal communication is highly valued over written exchanges. Proper greetings, dress, gift-giving, and lengthy business meals are important for successful interactions with Brazilian business counterparts.
Paper Presentation on Problems Related to Global Business due to Cultural Div...Sonali Srivastava
This document discusses problems related to global business due to cultural diversity. It examines differences in attitudes, behaviors, communication, and implications between cultures that can impact business decisions. Misunderstandings may occur when working with people from other cultures or marketing to customers with different cultural backgrounds. Successful global companies manage this issue effectively by understanding different cultural preferences and offering culturally appropriate products and services.
This document discusses some key aspects of Brazilian culture that are important to understand when negotiating with Brazilians. It explains that Brazilians place high value on establishing relationships and trust, which requires taking time for informal social interactions before and after business meetings. Decision-making power is often concentrated among a few hierarchical leaders, so it is important to identify who the real decision-makers are and try to connect with them directly if needed. While Brazilians can be informal in general, a more formal communication style is appropriate when dealing with those in positions of authority.
This document provides information about business protocols and behaviors in different cultures including British, Japanese, Chinese, South Korean, Arab, Turkish, Indian, and Italian cultures. Some key points covered are:
- The British are punctual, use understatement in communication, and emphasize legal aspects of contracts.
- The Japanese emphasize formality, maintaining harmony, restrained nonverbal communication, and consensus-based decision making.
- The Chinese value maintaining harmony, use guanxi connections, speak more directly in meetings, and may renegotiate contracts.
- South Koreans value hierarchy, punctuality, and restraint in nonverbal communication and expect patience in bargaining and decision making.
- Arabs prefer developing personal relationships, indirect
The document provides an overview of key cultural and business aspects of doing business in Brazil. It notes that Brazil has the largest economy in Latin America and the 9th largest globally. Family is very important in Brazilian culture and nepotism is seen positively. Relationships are also highly valued in business, and it is important to take time to get to know counterparts on personal topics like family and soccer. Punctuality is more relaxed in Brazil compared to some other cultures.
Management culture training program for different country like bangladeshShahriar Rawshon
The document outlines training programs for employees being sent to Spain, Australia, and Bangladesh to oversee operations in each country. It discusses key cultural differences in areas like hierarchy, decision making, communication, and business etiquette. For each country, training will cover appropriate meeting behavior, dress codes, the importance of titles, gift giving customs, and negotiating styles in order to help the employees adapt their behavior and work successfully with locals in each new environment. The training programs aim to educate the team on cultural norms so they can conduct business effectively in the three different continents.
Business Etiquette & Protocol in PakistanOsama Yousaf
Building relationships is essential in Pakistan's culture, as Pakistanis prefer to work with people they know and trust. Relationships require multiple visits over time to develop, and conversations will focus more on personal topics than business. Meetings are formal, often start with non-business discussions, and can be interrupted frequently. Negotiations are a slow, hierarchical process that may require several rounds of approvals. Maintaining calm, indirect eye contact and not rushing the process is important for successful negotiations.
Researching cultural norms, business practices, and etiquette is important when visiting Brazil, Greece, and India. Key areas to research include greetings, meetings, dress code, gender roles, and taboo topics. It is best to learn some of the local language and make appointments well in advance. Building trust and respect through social interactions is emphasized over immediate business discussions. Maintaining conservative dress and showing deference to elders and those of higher status is advised.
The document discusses how building good work relationships can make people happier and more productive. It provides tips for improving relationships such as developing people skills through workshops, understanding relationship needs, setting aside time each day for interactions, focusing on emotional intelligence, appreciating colleagues, having a positive attitude, managing boundaries, avoiding gossip, and practicing active listening. Building relationships is important as it makes work more enjoyable and people are more open to changes and creativity.
The document provides tips on business culture and etiquette in several countries around the world. Some key points include: in Brazil, always confirm meetings in advance and use formal titles; in Mexico, be prepared for later arrivals and closer personal space; in Japan, avoid singling people out and properly handle business cards; in China, do not interrupt speakers and send follow up emails; and in many countries, understand cultural norms around greetings, meetings, and negotiations. Adapting to local customs is important for smooth business interactions abroad.
This document provides tips and guidelines for business etiquette. It begins by defining business etiquette as building relationships through considerate behavior and clear communication to create a comfortable work environment. Some key tips include introducing people, using proper greetings like handshakes, saying please and thank you, avoiding interrupting others or using offensive language, being punctual, and focusing on the person rather than phones or screens during meetings. Business etiquette can vary between regions but focusing on dressing appropriately, exchanging business cards respectfully, and being sensitive to cultural norms can help make a good impression. Character, honesty and building trust through consistent, respectful behavior are also emphasized as important aspects of business etiquette.
The purpose of this paper is to talk about the differences between Brazil and Canada in a professional context, explaining common norms, practices and cultural contrasts within each country.
its a kind of ppt in which you all will find the latest report about the country and import and export details of the coutry
This PPT also contains the etiqutte followed in brazil
culture of brazil
This document summarizes key points from Chapter 9 on developing cultural competence, effective communication, and personal relationships. It notes that cultural competence involves interacting well with those from different backgrounds through cultural knowledge, awareness, and sensitivity. Effective communication involves setting listeners at ease, speaking clearly, and using simpler words. Developing personal relationships requires avoiding taking them for granted and focusing on connecting with others rather than what you can get from them.
Culture can significantly impact business dealings in several ways. Understanding cultural differences is important for effective communication and avoiding lost opportunities. Factors like customs, language, conservative values, and availability due to time zones must be considered. Being aware of these cultural variances helps businesspeople adapt their behavior, target the right audiences, and schedule interactions appropriately to build rapport and close deals. Avoiding political discussions also prevents cultural tensions from hindering negotiations.
The document provides an overview of cultural differences and strategic approaches to managing across cultures. It discusses Hofstede's model of cultural levels and four strategic predispositions: ethnocentric, polycentric, regio-centric, and geocentric. Key cultural differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
Cross-cultural negotiating behavior: POLAND AND GREECEYura Stakh
This document compares and contrasts negotiating behaviors between Poland and Greece. Some key differences are that Poles speak softly and find it easy to say no, while Greeks speak forcefully and signal no by raising eyebrows. Poles are more punctual for meetings while Greeks may be late, and Poles dislike bargaining but Greeks enjoy it. Decision making is hierarchical in both countries. Overall the document outlines cultural factors to be aware of in negotiations between these countries.
Successful networking involves developing meaningful connections and relationships over time through good listening and finding areas of common interest. It is important to focus on understanding the other person's needs and serving their interests rather than simply promoting your own business. Building trust and maintaining contact on a personal level in addition to discussing business can help forge stronger, longer-lasting professional relationships.
A brief about how to do business in different cultures. The statements are made out of interview with seniors about their experiences. Have a look at how does things carry on in different cultures from a business perspective.
Bill Gates is an American business magnate and philanthropist who co-founded Microsoft Corporation. He dropped out of Harvard to work with Paul Allen on developing software for early computers. In 1975, they founded Microsoft and developed the PC operating system MS-DOS. Microsoft signed a deal with IBM in 1980 to develop the OS for IBM PCs, which became hugely successful. Gates led Microsoft as it launched subsequent versions of Windows and became the world's largest software company. He is considered one of the most successful entrepreneurs and wealthiest people in history.
Store design and layout, Visual MerchandisingAkeeb Siddiqui
The document discusses store layout and design strategies. It outlines different layout types including grid, racetrack, and free-form and describes their advantages and disadvantages. Key aspects of store design covered include using the entrance, signage, lighting and floor plans to guide customers through their shopping experience and influence buying behavior. The objectives of store design are to implement the retailer's strategy, influence customers, provide flexibility, control costs and meet legal requirements.
This document provides an overview of business culture and etiquette in Brazil. It notes that Brazil is a racially and ethnically diverse country, with family as the foundation of society. Business meetings tend to be informal, with relationships prioritized over tasks, and include interruptions and emotional discussions. Verbal communication is highly valued over written exchanges. Proper greetings, dress, gift-giving, and lengthy business meals are important for successful interactions with Brazilian business counterparts.
Paper Presentation on Problems Related to Global Business due to Cultural Div...Sonali Srivastava
This document discusses problems related to global business due to cultural diversity. It examines differences in attitudes, behaviors, communication, and implications between cultures that can impact business decisions. Misunderstandings may occur when working with people from other cultures or marketing to customers with different cultural backgrounds. Successful global companies manage this issue effectively by understanding different cultural preferences and offering culturally appropriate products and services.
This document discusses some key aspects of Brazilian culture that are important to understand when negotiating with Brazilians. It explains that Brazilians place high value on establishing relationships and trust, which requires taking time for informal social interactions before and after business meetings. Decision-making power is often concentrated among a few hierarchical leaders, so it is important to identify who the real decision-makers are and try to connect with them directly if needed. While Brazilians can be informal in general, a more formal communication style is appropriate when dealing with those in positions of authority.
This document provides information about business protocols and behaviors in different cultures including British, Japanese, Chinese, South Korean, Arab, Turkish, Indian, and Italian cultures. Some key points covered are:
- The British are punctual, use understatement in communication, and emphasize legal aspects of contracts.
- The Japanese emphasize formality, maintaining harmony, restrained nonverbal communication, and consensus-based decision making.
- The Chinese value maintaining harmony, use guanxi connections, speak more directly in meetings, and may renegotiate contracts.
- South Koreans value hierarchy, punctuality, and restraint in nonverbal communication and expect patience in bargaining and decision making.
- Arabs prefer developing personal relationships, indirect
The document provides an overview of key cultural and business aspects of doing business in Brazil. It notes that Brazil has the largest economy in Latin America and the 9th largest globally. Family is very important in Brazilian culture and nepotism is seen positively. Relationships are also highly valued in business, and it is important to take time to get to know counterparts on personal topics like family and soccer. Punctuality is more relaxed in Brazil compared to some other cultures.
Management culture training program for different country like bangladeshShahriar Rawshon
The document outlines training programs for employees being sent to Spain, Australia, and Bangladesh to oversee operations in each country. It discusses key cultural differences in areas like hierarchy, decision making, communication, and business etiquette. For each country, training will cover appropriate meeting behavior, dress codes, the importance of titles, gift giving customs, and negotiating styles in order to help the employees adapt their behavior and work successfully with locals in each new environment. The training programs aim to educate the team on cultural norms so they can conduct business effectively in the three different continents.
Business Etiquette & Protocol in PakistanOsama Yousaf
Building relationships is essential in Pakistan's culture, as Pakistanis prefer to work with people they know and trust. Relationships require multiple visits over time to develop, and conversations will focus more on personal topics than business. Meetings are formal, often start with non-business discussions, and can be interrupted frequently. Negotiations are a slow, hierarchical process that may require several rounds of approvals. Maintaining calm, indirect eye contact and not rushing the process is important for successful negotiations.
Researching cultural norms, business practices, and etiquette is important when visiting Brazil, Greece, and India. Key areas to research include greetings, meetings, dress code, gender roles, and taboo topics. It is best to learn some of the local language and make appointments well in advance. Building trust and respect through social interactions is emphasized over immediate business discussions. Maintaining conservative dress and showing deference to elders and those of higher status is advised.
The document discusses how building good work relationships can make people happier and more productive. It provides tips for improving relationships such as developing people skills through workshops, understanding relationship needs, setting aside time each day for interactions, focusing on emotional intelligence, appreciating colleagues, having a positive attitude, managing boundaries, avoiding gossip, and practicing active listening. Building relationships is important as it makes work more enjoyable and people are more open to changes and creativity.
The document provides tips on business culture and etiquette in several countries around the world. Some key points include: in Brazil, always confirm meetings in advance and use formal titles; in Mexico, be prepared for later arrivals and closer personal space; in Japan, avoid singling people out and properly handle business cards; in China, do not interrupt speakers and send follow up emails; and in many countries, understand cultural norms around greetings, meetings, and negotiations. Adapting to local customs is important for smooth business interactions abroad.
This document provides tips and guidelines for business etiquette. It begins by defining business etiquette as building relationships through considerate behavior and clear communication to create a comfortable work environment. Some key tips include introducing people, using proper greetings like handshakes, saying please and thank you, avoiding interrupting others or using offensive language, being punctual, and focusing on the person rather than phones or screens during meetings. Business etiquette can vary between regions but focusing on dressing appropriately, exchanging business cards respectfully, and being sensitive to cultural norms can help make a good impression. Character, honesty and building trust through consistent, respectful behavior are also emphasized as important aspects of business etiquette.
The purpose of this paper is to talk about the differences between Brazil and Canada in a professional context, explaining common norms, practices and cultural contrasts within each country.
its a kind of ppt in which you all will find the latest report about the country and import and export details of the coutry
This PPT also contains the etiqutte followed in brazil
culture of brazil
This document summarizes key points from Chapter 9 on developing cultural competence, effective communication, and personal relationships. It notes that cultural competence involves interacting well with those from different backgrounds through cultural knowledge, awareness, and sensitivity. Effective communication involves setting listeners at ease, speaking clearly, and using simpler words. Developing personal relationships requires avoiding taking them for granted and focusing on connecting with others rather than what you can get from them.
Culture can significantly impact business dealings in several ways. Understanding cultural differences is important for effective communication and avoiding lost opportunities. Factors like customs, language, conservative values, and availability due to time zones must be considered. Being aware of these cultural variances helps businesspeople adapt their behavior, target the right audiences, and schedule interactions appropriately to build rapport and close deals. Avoiding political discussions also prevents cultural tensions from hindering negotiations.
The document provides an overview of cultural differences and strategic approaches to managing across cultures. It discusses Hofstede's model of cultural levels and four strategic predispositions: ethnocentric, polycentric, regio-centric, and geocentric. Key cultural differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
Cross-cultural negotiating behavior: POLAND AND GREECEYura Stakh
This document compares and contrasts negotiating behaviors between Poland and Greece. Some key differences are that Poles speak softly and find it easy to say no, while Greeks speak forcefully and signal no by raising eyebrows. Poles are more punctual for meetings while Greeks may be late, and Poles dislike bargaining but Greeks enjoy it. Decision making is hierarchical in both countries. Overall the document outlines cultural factors to be aware of in negotiations between these countries.
Successful networking involves developing meaningful connections and relationships over time through good listening and finding areas of common interest. It is important to focus on understanding the other person's needs and serving their interests rather than simply promoting your own business. Building trust and maintaining contact on a personal level in addition to discussing business can help forge stronger, longer-lasting professional relationships.
A brief about how to do business in different cultures. The statements are made out of interview with seniors about their experiences. Have a look at how does things carry on in different cultures from a business perspective.
Bill Gates is an American business magnate and philanthropist who co-founded Microsoft Corporation. He dropped out of Harvard to work with Paul Allen on developing software for early computers. In 1975, they founded Microsoft and developed the PC operating system MS-DOS. Microsoft signed a deal with IBM in 1980 to develop the OS for IBM PCs, which became hugely successful. Gates led Microsoft as it launched subsequent versions of Windows and became the world's largest software company. He is considered one of the most successful entrepreneurs and wealthiest people in history.
Store design and layout, Visual MerchandisingAkeeb Siddiqui
The document discusses store layout and design strategies. It outlines different layout types including grid, racetrack, and free-form and describes their advantages and disadvantages. Key aspects of store design covered include using the entrance, signage, lighting and floor plans to guide customers through their shopping experience and influence buying behavior. The objectives of store design are to implement the retailer's strategy, influence customers, provide flexibility, control costs and meet legal requirements.
The document discusses the key aspects of retail marketing including understanding customer needs, developing products and services to satisfy those needs at profitable prices, and coordinating the retail marketing mix. The retail marketing mix encompasses elements like location, merchandise, customer service, price, and promotion. Developing an effective mix requires determining optimal strategies for each element and ensuring consistency and synergy between elements to meet customer expectations.
This document provides an overview of the Indian food and beverage industry. It discusses that the industry is large and growing rapidly, valued at $69.4 billion currently. The industry is fragmented with both public and private players. It also outlines several subsectors within food processing like dairy, grains, and consumer foods. Government policies aim to promote investment and growth in the industry through incentives and infrastructure development initiatives like food parks.
This document summarizes market research conducted on shampoo brands in Mumbai and Pune. The research found that Sunsilk was the most commonly used shampoo, with 58% market share. When asked about their preferred brand, 58% of respondents chose Sunsilk due to advertisements and self-experience. The research also found that customers preferred shampoos in sachet form and recommended that the company introduce sachets and review pricing to attract more customers.
Samsung places great importance on ethical management and corporate social responsibility. It has implemented various initiatives to strengthen ethical business practices such as establishing codes of ethics, providing employee training on ethics, and instituting a compliance management system. Samsung also has extensive corporate social responsibility programs focused on education, community development, and supporting local culture and sports. It aims to contribute positively to the societies in which it operates through ethical business conduct and social programs.
The document provides information on Samsung, a South Korean multinational conglomerate company founded in 1938. It details that Samsung operates in various industries including electronics, financial services, and engineering. Key facts presented include Samsung's founders, operations, leadership, products, services, research and development efforts, and initiatives regarding compliance, corporate social responsibility, and project management.
This document compares and contrasts the iPhone and Blackberry mobile phones. It provides an overview of each product's history, key features, and marketing strategies. A SWOT analysis is presented for both the iPhone and Blackberry. Finally, the document directly compares the iPhone 4S and Blackberry Bold 9900 models across various specifications and capabilities.
This document provides an overview of 20 unique features of Microsoft Word, organized into the Home Toolbar, Insert Toolbar, Page Layout, and Reference Toolbar sections. The Home Toolbar allows for font formatting and editing features. The Insert Toolbar facilitates adding tables, illustrations, links, and text boxes. Page Layout permits changing themes, page setup, and backgrounds. The Reference Toolbar enables adding tables of contents, footnotes, citations, captions, and an index.
Sony was founded in 1946 in Tokyo and has since grown to employ over 168,000 people worldwide producing electronics such as PlayStation, TVs, and music players. In 2005, Sony faced managerial problems and hired a new CEO who closed plants and cut jobs. As a global company, Sony must adapt to different cultures and regulations internationally and aims to have progressive human resource practices, seeking creative and skilled employees. Sony offers training programs and benefits to employees to help balance their professional and personal lives while building a loyal and productive workforce.
Social welfare is maximum in case of imperfect competitionAkeeb Siddiqui
There are two main approaches to welfare economics: the early neoclassical approach and the new welfare economics approach. The early approach assumes cardinal utility can be measured, while the new approach uses ordinal utility and Pareto efficiency. Perfect competition occurs when many small buyers and sellers trade homogeneous goods, while imperfect competition arises when firms have some control over prices through monopolies, oligopolies, or natural monopolies sanctioned by governments. Imperfectly competitive markets can result in inefficiencies like deadweight loss compared to perfectly competitive markets.
The commodity futures market in India has evolved over 120 years, with the first organized exchange established in 1875. Key developments include the banning of futures trading in 1966 and reintroduction in 2003. Today, the major commodity exchanges are MCX and NCDEX, which trade over 60 commodities. Trading volumes have grown significantly in recent years compared to equity markets. The commodity markets benefit farmers, traders, and others through price discovery, risk management, and competitiveness. However, foreign and institutional participation remains limited. Overall, India's commodity markets have expanded rapidly and are expected to continue growing.
Legal & regulatory aspects of FDI policy in IndiaAkeeb Siddiqui
This document discusses the legal and regulatory aspects of foreign players in the Indian retail industry. It begins by defining retail and organized versus unorganized retail. It then outlines India's FDI policy and the entry options for foreign players prior to policy changes, including franchising, cash and carry wholesale trading, and strategic licensing agreements. The document also discusses the FDI policies for single brand and multi-brand retail, including the restrictions and approval processes. It concludes by discussing some major foreign retailers entering the Indian market and the potential impacts of FDI in retail.
The World Trade Organization (WTO) is an intergovernmental organization that regulates international trade. It has 153 member countries. The WTO oversees agreements between members, provides a framework for negotiating trade agreements, and acts as a forum for resolving disputes. Its goal is to ensure trade flows freely, predictably, and beneficially between nations.
This document discusses product placement in movies. It defines product placement as the inclusion of branded products, logos, or insignia in a movie. Placements can be plugs, which are on-camera mentions of a brand, or integrations into a scene or storyline. Studies have shown placements can significantly impact brand image, even if the placement is not consciously recalled. The document provides examples of placements in movies like Bodyguard and Don, showing how brands like Audi, Sony, BlackBerry, Motorola, and Oakley received visual, audible, and integrated placements.
The document summarizes India's Fourth Five-Year Plan from 1969-1974. Some key points:
- The Plan aimed to promote economic development through centralized planning and resource allocation. It focused on agriculture, banking, industry and infrastructure.
- A major development was the Green Revolution which increased food production through high-yielding crop varieties and modern farming techniques.
- 14 major banks were nationalized under Prime Minister Indira Gandhi to boost industrialization. However, funds had to be diverted to the war effort against Pakistan.
- The Gadgil Formula was adopted to determine central assistance to state plans based on factors like population, tax effort, income levels and development projects. It aimed to reduce inequality
The document shows the annual bottle sales of Coca-Cola in millions from 1998 to 2003 in India, with sales increasing each year from 5670 million bottles in 1998-1999 to 10000 million bottles in 2002-2003. It also states that the sales information provided is genuine and updated data directly from Coca-Cola India.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Business Negotiation in BRAZIL.
Assignment BY-
Akib Siddiqui.
02, FU1 (UG-A)
IIPM.
Relationships and Respect
Brazil’s culture is generally group-oriented. Asserting individual
preferences may be seen as less
Important than having a sense of belonging to a group, conforming to
its norms, and maintaining Harmony among its members. Building
lasting and trusting personal relationships is therefore critically
important to most Brazilians, who often find it essential to establish
strong bonds prior to closing any deals. People in this country usually
want to do business only with those they know, like, And trust. If they
initially seem suspicious and non-committal, you may be able to
overcome this with consistent friendliness, dedication, and goodwill.
Proceed with serious business discussions only after your counterparts
have become very comfortable with you. This can be an extremely
Time-consuming process and often requires several trips to strengthen
the bonds. You are unlikely to get anywhere without significant
investments of both time and money.
People may base their trust in others on past experience. In order to
establish productive business Cooperation, it will be critically important
to keep and demonstrate a long-term perspective and Commitment.
Brazilians may expect that you value people and relationships more
strongly than your business objectives. They tend to distrust people
who appear unwilling to spend the necessary Time or whose motives
for relationship building are unclear.
Business relationships in this country exist between people, not
necessarily between companies. Even when you have won your local
business partners’ friendship and trust, they will not necessarily trust
others from your company. That makes it very important to keep
2. company interfaces Unchanged. Changing a key contact may require
the relationship building process to start over.
While Brazilians are usually warm and friendly, they are also very proud
and may be easily offended by comments that leave room for
misunderstandings. ‘Saving face’ and respecting everyone’s honor and
personal pride are crucial requirements for doing business in the
country. Openly criticizing someone in front of others can have a
devastating impact on your negotiation. Avoid open conflict, and know
that politeness is crucial. In addition, showing genuine interest and
compassion will win people’s hearts.
In Brazil’s business culture, the respect a person enjoys depends
primarily on his or her status, rank, and education. Showing status is
important since people will take you more seriously. Similarly, it is
expected that everyone show respect to those of higher status.
However, more and more people Copyright 2006-2011 - Lothar Katz 2in
the country, especially among younger generations, have started
questioning whether those in powerful positions are entitled to special
privileges. Admired personal traits include creativity, oratory skills, and
bargaining skills
Communication
The official language of Brazil is Portuguese. It is notably different from
the Portuguese spoken in Portugal. Brazilians do not perceive
themselves as Hispanics. They may take offense if addressed in Spanish.
However, if you speak Spanish fluently, you may want to ask politely
whether they would mind speaking it.
Many businesspeople speak at least some English. With some high-
ranking managers, it may be useful to engage an interpreter. To avoid
offending the other side, ask beforehand whether an interpreter should
be present at a meeting. When communicating in English, speak in
short, simple sentences and avoid using jargon and slang. It will help
people with a limited command of English if you speak slowly,
summarize your key points often, and pause frequently to allow for
interpretation. Even when the main meeting language is English, your
counterparts may frequently speak
Portuguese among themselves, not necessarily to shut you out from
the discussion but to reduce their discomfort and ensure a common
understanding among them. While discussions may get very
3. enthusiastic and lively, Brazilians generally dislike loud and boisterous
behavior. However, it is crucial that you never lose your temper or
appear impatient, as there is always a risk of hurting someone’s pride.
People may interrupt others or speak in parallel, but this is not
recommended. Emotions are usually shown very openly. Brazilians
generally converse in extremely close proximity, standing only one to
two feet apart. Never back away, even if this is much closer than your
personal comfort zone allows. Doing so could be read as a sign that you
are uncomfortable around them.
Depending on the situation, communication in Brazil can be direct or
indirect. People usually avoid open conflict. In addition, they may be
reluctant to disagree openly with someone they like, in which case it
can become difficult to know their true opinion. Because of this, it can
be difficult to assess the true progress of a new business interaction. In
contrast, your Brazilian counterparts might become much more direct
and have no problem saying ‘no’ in business settings once they have
come to trust you. Brazilians can sometimes be direct and intense at
the negotiation table, while polite and rather ambiguous in social
settings. Silence likely signals embarrassment.
Gestures and body language can be very expressive. It is often not a
good idea to imitate them, though. Physical contact with others of the
same gender is ok. The American OK sign, with thumb and index finger
forming a circle, is an obscene gesture in Brazil. Non-verbal
communication can be very extensive, so watch for clues. If someone is
flicking their fingertips underneath the chin, they are signaling that they
do not know the answer to a question. Eye contact should be very
frequent, almost to the point of staring. This conveys sincerity and
helps build trust.
Initial Contacts and Meetings
Choosing a local intermediary, or despachante, who can leverage
existing relationships to make the initial contact is highly
recommended. This person will help bridge the gap between cultures,
allowing you to conduct business with greater effectiveness. Your
embassy, a trade organization, a chamber of commerce, or a local legal
or accounting firm may be able to list potential despachante. It is often
better to conduct negotiations in Brazil with a team of negotiators
rather than to rely on a single individual. This signals importance,
facilitates stronger relationship building, and may speed up the overall
process. It is vital that teams be well aligned, with roles clearly assigned
to each Copyright 2006-2011 - Lothar Katz 3member.
4. Brazilian negotiators may be very good at exploiting disagreements
between members of the other team to their advantage. Changing a
team member may require the relationship building process to start
over and should therefore be avoided. Given the strong emphasis on
status and hierarchy in the country’s business culture, a senior
executive should attend the initial meeting for your company and your
negotiating team should include senior leaders who know your
company well. There will not be an expectation that the executive
attends future meetings. Similarly, the top executive on the Brazilian
side, who may also be the ultimate decision maker, may attend only
initially. If possible, schedule meetings at least one to two weeks in
advance. Since people want to know whom they will be meeting,
provide details on titles, positions, and responsibilities of attendees
ahead of time. Agreeing on an agenda upfront can also be useful.
Reconfirm your meeting, and be prepared for your counterparts to
cancel or postpone meetings with little advance notice. While meetings
may start considerably late, Brazilians generally expect foreign visitors
to be punctual.
Avoid being more than 10 to 15 minutes late, and call ahead if you will
be. Displaying anger if you have to wait, which happens often, reflects
very poorly on you. Names are usually given in the order of first name,
family name. Some Brazilians may also have a middle name. Initially,
use Mr. /Ms. or Senhor/Senhora plus the family name. However, it is
common to use these with the first name, such as in ‘Senhor Eduardo.’
If a person has a title, such as Doctor or Professor, use it instead. Before
calling Brazilians by their first name, wait until they offer it. This may
happen quickly. Introductions are accompanied by handshakes, which
may be extensive.
The exchange of business cards is an essential step when meeting
someone for the first time, so bring more than you need. It is strongly
recommended to use cards with one side in English and the other in
Portuguese. Do not offer a card that is in Spanish. Show doctorate
degrees on your card and make sure that it clearly states your
professional title, especially if you have the seniority to make decisions.
When presenting your card, ensure that the Portuguese side is facing
the recipient. Smile and keep eye contact while accepting someone
else’s card, then carefully examine it. Next, place the card on the table
in front of you.
Meetings start with small talk, which may be extensive. This may
include questions on a wide range of subjects. However, one’s private
life is not a subject for discussion around meetings. Most Brazilians
dislike people who ‘leap right into business.’ It is important to be
patient and let the other side set the pace. People appreciate a sense of
humor, but keep it light and friendly, and be careful not to overdo it.
Business is a serious matter in Brazil. While initial meetings may appear
5. very formal, you may find the atmosphere at subsequent meetings to
become much more relaxed. Overall, Brazilians tend to be less formal
than most other Latin Americans may be. The primary purpose of the
first meeting is to become acquainted and build relationships. Business
may be discussed, but do not try to hurry along with your agenda. It is
unrealistic to expect initial meetings to lead to straight decisions.
Presentation materials should be attractive, with good and clear
visuals. Having your handout materials translated to Portuguese is not a
must, but it will be appreciated and helps in getting your messages
across.
When the meeting is over, stay around and have some more small talk
with your Brazilian counterparts. Leaving right away suggests that you
have better things to do and may offend others
Negotiation
Attitudes and Styles - Leveraging relationships is an important
element when negotiating in Brazil. Nevertheless, Brazilians often
employ distributive and contingency bargaining. While the buyer is
Copyright 2006-2011 - Lothar Katz 4in a superior position, both sides in
a business deal own the responsibility to reach agreement. They expect
long-term commitments from their business partners and will focus
mostly on long-term benefits. The primary negotiation style is
competitive and Brazilians can be very aggressive negotiators. While
proposals should demonstrate the benefits to both negotiating parties,
neither of them should take attempts to win competitive advantages
negatively. It is crucial to remain non-confrontational and avoid direct
conflict throughout the bargaining exchange. Ultimately, the culture
promotes a win-win approach and people value long-term business
relationships. You will earn your counterparts’ respect by maintaining a
positive, persistent attitude. Do not openly show aggression or
frustration.
Should a dispute arise at any stage of a negotiation, you might be able
to reach resolution by leveraging personal relationships.
Sharing of Information – Even when personal relationships are
strong, Brazilian counterparts may be reluctant to share information
openly. Many believe that privileged information creates bargaining
advantages. At the same time, information that might seem irrelevant
may be repeatedly reviewed.
6. Pace of Negotiation – Expect negotiations to be slow and
protracted. Brazilians do not hurry and dislike people who do. They see
impatience as a sign of weakness and may even think it rude. Be
prepared to make several trips if necessary to achieve your objectives.
Relationship building, information gathering, bargaining, and decision
making may take considerable time. Attempts to rush the process are
unlikely to produce better results and may be viewed as offensive.
Throughout the negotiation, be patient, control your emotions, and
accept the inevitable delays.
Most Brazilians prefer a very polychromic work style. They are used to
pursuing multiple actions and goals in parallel. When negotiating, they
often take a holistic approach and may jump back and forth between
topics rather than addressing them in sequential order. Negotiators
from strongly monochromic cultures, such as Germany, the United
Kingdom, or the United States, may find this style confusing, irritating,
and even annoying. In any case, do not show irritation or anger when
encountering this behavior. Instead, keep track of the bargaining
progress at all times, often emphasizing areas where agreement
already exists.
If your counterparts appear to be stalling the negotiation, assess
carefully whether their slowing down the process indicates that they
are evaluating alternatives or that they are not interested in doing
business with you. More likely, this behavior either represents an
attempt to create time pressure in order to obtain concessions, which
happens frequently, or it simply reflects the slow decision process in
the country. Again, patience and persistence are vitally important.
Bargaining – Brazilians are used to hard bargaining but are not
overly fond of haggling. They can be tough and sometimes very
aggressive negotiators. The bargaining exchange can be very extensive.
While concessions never come easily, prices may move by 40 percent or
more between initial offer and final agreement. Leave yourself
sufficient room for concessions at different stages. After making one,
always ask the other side to reciprocate. Throughout the process,
remain cool and respectful, avoid confrontation, and frequently
reaffirm the relationship.
During the bargaining exchange, keep in mind that intangible benefits
such as increases in power and status may sometimes be more
desirable to your counterparts than financial gains may.
Deceptive techniques are frequently used. This includes tactics such as
telling lies and sending fake non-verbal messages, pretending to be
disinterested in the whole deal or in single concessions,
misrepresenting an item’s value, or making false demands and
7. concessions. Your Brazilian counterparts may make other attempts to
mislead you in order to obtain bargaining advantages. Even Copyright
2006-2011 - Lothar Katz 5when you can see right through a lie, it would
be a grave personal insult to state or even hint that your counterpart is
not telling the truth. It is advisable to verify information received from
the local side through other channels. Do not take such tactics
personally and realize that overt attempts to lie at or bluff your
counterparts could backfire and might damage business relationships.
Brazilians sometimes use ‘good cop, bad cop,’ and it can be an effective
tactic on either side of the negotiation table. However, it could be
devastating if the other side recognized this as a tactic, and your team
will need to exclude any ‘bad cop’ member from future negotiation
rounds.
Negotiators in the country may frequently use pressure techniques that
include making final offers, showing intransigence, or nibbling. Final
offers may come more than once and are rarely final. Be careful when
trying to open with your best offer. Brazilians may consider this
inappropriate or even insulting. Silence can be a way to signal rejection
of a proposal or to obtain further concessions. Do not use pressure
tactics such as applying time pressure or making expiring offers as these
may be taken as signs that you are not willing to build a long-term
relationship. Your counterparts may even choose to terminate the
negotiation.
Brazilian negotiators may sometimes appear aggressive or adversarial.
Negotiations in the country could include confrontational elements.
Using extreme openings is rare but can be effective to provoke an initial
reaction. Negotiators may make threats and warnings, openly display
anger, or even use walkouts. It is advisable not to respond in kind.
There is always a huge risk to hurt your counterparts’ pride and the
margin for error is small. It will be best to remain firm and persistent,
but also friendly and respectful.
Emotional negotiation techniques, such as attitudinal bargaining or
attempting to make you feel guilty, are frequent and can be effective.
Be cautious not to hurt someone’s personal pride when employing any
of these tactics, though. Pleas to personal relationships and other
emotional appeals, such as emphasizing how your proposal will add to
your counterparts’ personal satisfaction or heighten their honor, can be
very powerful. Your counterparts may use temperamental outbursts as
a way to throw you off-balance. Keep your cool and do not respond in
kind since this could become counterproductive.
Brazilians may frequently employ defensive tactics such as blocking or
changing the subject, asking probing or very direct questions, making
promises, or keeping an inflexible position.
8. Corruption and bribery are somewhat common in Brazil’s public and
private sectors. However, people may draw the line differently, viewing
minor payments as rewards for getting a job done rather than as
bribes. Also, keep in mind that there is a fine line between giving gifts
and bribing.
What you may consider a bribe, a Brazilian may view as only a nice gift.
Decision Making – Most companies are intensely hierarchical, and
people expect to work with very clear lines of authority. Decision
makers are usually top executives who will consider the best interest of
the group or organization. They may or may not consult with others.
Brazilian managers rarely delegate their authority. Gaining access to
top managers can be difficult, though. You may have to deal with
subordinates who have no decision-making authority but might
nevertheless strongly influence the final decision, which may be made
behind closed doors. Maintaining good relationships with these
intermediaries is crucial to your success. Decision making can be a very
slow process that requires much patience. Attempts to rush or put
pressure on the process are not likely to succeed.
When making decisions, businesspeople may not rely much on rules or
laws. They usually consider the specific situation rather than applying
universal principles. Personal feelings and experiences, as well as
intuition, weigh more strongly than empirical evidence and other
objective facts do, but people will consider all aspects. Brazilians are
often uneasy with change and reluctant to take risks.
If you expect them to support a risky decision, you may need to find
ways for them to become Copyright 2006-2011 - Lothar Katz
6comfortable with it first, for instance by explaining contingency plans,
outlining areas of additional support, or by offering guarantees and
warranties.
Agreements and Contracts
Capturing and exchanging written understandings after meetings and at
key negotiation stages is useful since oral statements are not always
dependable. Signatures are not required to confirm commitments.
Brazilians still mostly rely on handshakes and their word, which are
usually dependable.
Written contracts tend to be lengthy and often spell out detailed terms
and conditions for the core agreements as well as for many
eventualities. Nevertheless, writing up and signing the contract is a
formality. Brazilians believe that the primary strength of an agreement
9. lies in the partners’ relationship and commitment rather than in its
written documentation.
It is recommended to consult a local legal expert before signing a
contract. Local laws are often complex and difficult to understand. The
Brazilian side may view it very unfavorably if you use a foreign lawyer.
In addition, it may be best not to bring your attorney to the negotiation
table as it could be read as a sign of mistrust.
Contracts are usually dependable, and the agreed terms are viewed as
binding. However, business partners commonly expect the other side to
remain somewhat flexible if conditions change. Given the relatively
unstable political and economic situation in the country, you should
factor this possibility into your negotiation planning
Women in Business
Machismo attitudes remain strong in this country. Women may be
considered inferior, and they still have a hard time attaining positions
of similar income and authority as men. As a visiting businesswoman,
emphasize your company’s importance and your role in it. Female
business travelers should graciously accept any chivalric gestures they
receive, while exercising caution and acting professionally in business
and social situations. Displaying confidence and some degree of
assertiveness can be effective, but it is very important not to appear
overly bold and aggressive.
Other Important Things to Know
Social events do not require strict punctuality. While it is best to arrive
at dinners close to the agreed time, being late to a party by 30 minutes
or more is perfectly acceptable.
Business may be discussed during meals in Brazil. Gift giving in business
settings is rare, at least as long as no strong relationship exists. It is best
not to bring a gift to an initial meeting in order to avoid raising
suspicions about your motives.
A topic that is best avoided is the country’s relationship with Argentina.
In addition, do not refer to citizens of the United States as Americans.
Brazilians are sensitive to this point as they feel that the term includes
them
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