[SOLVED] Most small companies seeking to tap overseas

Most small companies seeking to tap overseas markets know they'll have to navigate foreign laws, taxes, and regulations. But they also need to figure out how to avoid cultural blunders. Tom Bonkenburg, director of European operations for St. Onge Company Inc., a small supply chain consulting firm in York, Pennsylvania, headed to Moscow in 2008 to develop a partnership with a large firm there. But when he met the company's Russian branch director, "I gave my best smile, handshake, and friendly joke ... only to be met with a dreary and unhappy look," says Mr. Bonkenburg. Later, however, Mr. Bonkenburg received an e-mail from the Russian, thanking him for a great meeting Mr. Bonkenburg later learned that Russian culture fosters smiling in private settings and seriousness in business settings. "He was working as hard to impress me as I was to impress him," Mr. Bonkenburg says.... According to the U.S. Commercial Service, overseas expansion among small businesses has held steady despite the recession.... For small companies looking to do business abroad, "the important thing to remember is that you don't know what you don't know," says Kari Heistad, CEO of Culture Coach International Inc., a Newton, Massachusetts firm that advises clients on cross-cultural issues. Even subtle cultural insensitivities can have a profound impact, she says. In the spring of 2009, Dakar Sushi owner George Ajjan wrote to a Senegalese government official using the French language but in an American English tone-to request a business license for the restaurant. "I'm direct and I shoot to kill," Mr. Ajjan says of his usual correspondence. To proofread his French grammar, Mr. Ajjan gave the letter to a Senegal native, who noticed the tone was too jarring. If not rewritten in a more deferential voice, the request would most likely get denied, his friend explained. "It wasn't just about translating, but about adapting phrasing to make sure you are in line with what people expect," says Mr. Ajjan. Similarly, after Ron Gonen expanded his New York-based company, RecycleBank, into England last year, he encountered an unexpected language barrier. The company, which sets up rewards programs for individuals based on the amount they recycle, was offended when the press called the program a "scheme"... Because the press coverage was otherwise positive, Mr. Gonen soon pinpointed the miscommunication: the word scheme holds no connotation of deceit in Britain, as it does in America. For those businesses that commit a cultural blunder, fixing the situation can be costly. The price tag hit seven figures at Toronto-based AlertDriving, a firm that provides online driving training courses to companies with vehicle fleets. Between 2005 and 2007 AlertDriving, incorporated as Sonic e-Learning Inc., expanded into more than 20 countries before realizing that the product had cultural flaws. The dialogue in the lessons had been poorly translated, and the driving instruction failed to address geographic nuances. For example, AlertDriving teaches that the center lane is the safest on a multilane highway, but that is untrue in Dubai, where the center lane is used exclusively for passmg. According to Gerry Martin, AlertDriving's chief executive, it took years to realize that the foreign clients were unsatisfied because "in some cultures, like Japan, criticism is considered disrespectful." Once the company got the negative feedback, it "had to redo what already was in the market," says Matthew Latreille, AlertDriving's director of global content development. The company spent about $1 million revamping its existing product line, honing language dialects and local driving habits. "Now we are 100% localized because we are immersed in the culture," Mr. Latreille says. …………………………………….

For Discussion
1. Which of the recommendations listed in the Manager's Toolbox were used by Toronto based AlertDriving? Explain.
2. Based on material contained in this chapter, why do you believe small businesses are trying to expand into international markets? Discuss.
3. To what extent did Tom Bonkenburg, George Ajjan, and Ron Gonen follow an ethnocentric, a polycentric, or a geocentric approach? Provide examples to support your conclusions.
4. What differences in cultural variations were ignored by Tom Bonkenburg, George Ajjan, Ron Gonen, and Gerry Martin? Explain.
5. What are the most important lessons to be learned about global management from this case? Discuss.

Question: Most small companies seeking to tap overseas