Table of contents: - Management strategies - Expats in India - Strategies for Engaging Clients - Special Offer

1. BRIC Country Series: India
Strategies for Companies Doing
Business in India
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2. Table of Contents
Management Strategies
Expats in India
Strategies for Engaging
Clients
Special Offer
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3. Management Strategies
1. Currently, the most important business issues for
managers ( ti
(natives and expats) i I di are:
d
t ) in India
•
•
•
•
•
Understanding Indian business customs and protocol.
Learning to shift frames of reference to respond to what
g
p
works and what doesn't work across the different cultures of
India.
Understanding differences between one’s own and Indian
g
management, work and communication styles.
Understanding and responding to different mindsets and
behaviors that are encountered in the Indian sub-continent.
Action planning to enhance work-related interactions with
Indian employees, team members, business colleagues,
vendors and offshore partners.
p
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4. Management Strategies
2. Effective l d hi in India includes the following
2 Eff ti leadership i I di i l d th f ll i
behaviors:
•
•
•
Use a top down approach.
p
pp
Respect Indian values and customs.
Establish trust, effective communication and relationship
building.
building (How you do this is likely to be different in India
than in other cultures. Become familiar with their cultural
approaches and preferences.)
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5. For Your Information
Information…
Business i not conducted d i th f ll i ti
B i
is t
d t d during the following times
and or occasions:
•
•
•
Festival seasons e.g., Diwali
Astrological bad times
Pitra Paksh
Pit P k h - remembering ancestors
b i
t
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6. Motivating Employees
•
In th I di
I the Indian workplace, one’s b
k l
’ boss i often lik
is ft likened t an older
d to
ld
brother or sister or one’s mother or father. Calling the boss “sir” is
typical.
•
The analogy between the Indian workplace and family is
supported by Indian religious traditions which place a high value
on giving and rewarding others as b th an end t it lf and as a
i i
d
di
th
both
d to itself, d
means of affirming one’s own standing. Giving affirms the power
distance between the giver of the gift and the recipient.
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7. Expats in India
1. Wh t
1 What are the most important issues for expat
th
ti
t ti
f
t
managers in India to get right?
•
•
•
India is very culturally diverse, and cultural sensitivities vary widely.
Organizations follow a chain of command.
Indian employees are task and assignment oriented.
2. How are expat managers typically perceived?
•
•
•
They are respected and revered.
They are experts in their field.
field
Action oriented.
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8. Strategies for Engaging Clients
1. Build
1 B ild rapport with potential clients i I di b . .
t ith t ti l li t in India by.
•
•
•
Operating through an Indian partner initially.
Not pushing for decisions/closure at the first meeting.
p
g
g
Following the correct protocol.
2.
2 When visiting a prospect or a client . .
client.
•
•
•
Be formal.
Engage in small talk. Establish a relationship.
Let the client spell out his/her need. Make him/her feel
important.
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9. Strategies for Engaging Clients
3. Vendors should avoid. . .
•
•
Not using the correct address form.
Coming to the point directly.
4. When negotiating with prospects or clients from India. . .
•
•
•
The client may need time to decide. If so, the client may want
another meeting to finalize the business deal.
Explain what additional benefits you are offering relative to the
competitor.
Give him or her the feeling that s/he has extracted a discount from
you. S h a gesture is appreciated even if the di
Such
t
i
i t d
th discount i j t an
t is just
illusion.
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10. Strategies for Engaging Clients
5. Recognizing and h dli conflict
5 R
i i
d handling
fli t
•
•
Bypassing the hierarchy can bruise people’s egos and raise the
level of conflict.
To repair your relationship with the client, you might want to get help
from an intermediary.
6. To maintain a relationship (for the purpose of
getting follow-on business) . . .
•
•
•
Maintain contact. Visit them to inquire about product satisfaction
and customer service. Ask them what improvements they want to
see.
Give gift items like a diary/calendar during Diwali and New Year’s.
Give the gift in person.
Invite
I it your client to business and social events such as
li t t b i
d
i l
t
h
lunch/dinner.
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10

11. Hofstede Scores for India
1. Individualism: 48
(Group orientation)
2. Power Distance: 77
(Hierarchical orientation)
3. Certainty: 40
(Tolerance for
Ambiguity)
4. Achievement: 56
(Achievement
orientation)
5. Time Orientation: 51
(Long-Term orientation)
The graph above provides a snapshot of the culturally based values in India The Hofstede scores for India
India.
show a large power distance score. Although the traditional caste system has been outlawed, the large power
distance score indicates that hierarchical attitudes still remain. All other measures are relatively moderate.
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12. Cultural Disharmony Undermines
y
Workplace Creativity
“Managing cultural friction not only
Managing
creates a more harmonious workplace,
says professor Roy Y.J. Chua, but
Y J Chua
ensures that you reap the creative
benefits of multiculturalism at its
best.”
SOURCE: Blanding, Michael, W ki K
SOURCE Bl di
Mi h l Working Knowledge, H
l d
Harvard B i
d Business S h l 09 D 2013 R
School,
Dec
Research & Id
h Ideas
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13. Special Offer – ITAP’s GTPQ
1.
1 If you already suspect that there is a cultural misalignment
l d
t th t th
i
lt l i li
t
among and between team members…
2. If you want to examine the gaps in work-related values within
your t
team..
3. To bridge gaps to motivate employees, work more effectively
with colleagues, and engage clients more successfully…
4. If it would help focus the team by comparing your team’s culture
with the culture of the 5 best teams in ITAP’s database…
…ITAP s Global Team Process Questionnaire™ (GTPQ)
ITAP’s
identifies cultural misalignment as well as other areas that
need work so you can focus on improving team performance.
The GTPQ allows you to measure change/improvement over
time.
13
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14. Measuring Cultural Disharmony
ITAP measures human process
interactions on teams which
include:
• Executive overviews
• Both quantitative answers
and qualitative insights
• Automated diagnosis
• Customized with questions
that address your team
goals…
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14

15. Avoid Ambient Cultural
Disharmony…
PROMOTION: Buy 1, get 1 FREE (GTPQ team
analysis)
Buy 1 iteration of ITAP’s Global Team Process
Questionnaire (GTPQ )
Questionnaire™ (GTPQ*) at $1000 and receive 1 iteration
free. Each iteration includes a free 1-hour virtual debrief.
Email me (cbing@itapintl.com) and enter PROMOTION
CODE I14GTPQ i the subject li
in th
bj t line.
*GTPQ (Premium version) retails for $1,000/team plus debrief and/or delivery of interventions for
the team @ $350/hour
15
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16. Questions? Please email or call me…
Catherine Mercer Bing
CEO, ITAP International, Inc.
cbing@itapintl.com
ITAP International, Inc.
353 Nassau Street, 1st Floor
Princeton, NJ 08540 USA
(W) 1 215 860 5640
1.215.860.5640
http://www.itapintl.com
Remember! Put your
PROMOTION CODE: I14GTPQ
in the subject line of your
email.
…thank you…
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