Conducting Business in Brazil

Conducting Business in Brazil

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Introduction

        Perhaps we have heard of many people doing business outside their native country. However, conducting these firms internationally may not be easy and involves some serious rules to consider and many roles to play to succeed in this Latin countries.  Most successful business people in the world like Andritz have managed to work very well with other nations like Brazil, Uruguay, and other possible western countries (Ardichvili, 2006). These people have adopted the different cultures in this countries to trigger their success in operating their business. These rules include coping their culture with regards to the leadership, working alongside the government policies so as to avoid rubbing shoulders with the authorities in these countries.

Cultural factors

      Culture is the most influential factors to consider while starting a business inside both locally and internationally. Every nation and society have diverse cultural aspects that govern their operation to ensure the safety of the products or services given to their customers. So the businessman coming to do business must consider this leadership policy from the government. For example, the Brazilian senator Serra comes up with a commitment system that any company taking a contract such as the oil companies must obtain a minimum of equipment and services from the local suppliers. This medium was established to enable the development of local markets and Brazilian service providers (Ardichvili, 2006).

        The cultural influence in each country is diverse and important for every business person to take notice. These are mediated through the three factors such as the cultural forces, cultural messages, and the consumer decision-making process. The families, education and national identity represent the cultural forces that we must consider. The ethics and morality, good behavior and the roles and design influence the cultural messages. The culture is also affected by the universal needs and wants of the society and the consumer trends. Therefore the foreign investor must analyze and cope with these cultural differences in these countries to harness the tension so as to have a healthy working environment (Ardichvili, 2006).

Negotiations

        When it comes to negotiations, the foreign company must have strong negotiators for the success of the enterprise. The most important negotiation factor is the language since to do business with the Brazilians as the market target you must be able to communicate with them freely and more efficiently. On the other hand, the negotiation may take some longer time as compared to other nation. Tayeb (1998) said a language is one of the major issues when it comes to negotiations with trade partners from other cultures. However, it may not be easy to easy to know and understand the partner’s language. But several studies have shown that the link between the success of the company performance in winning new business in the foreign markets and the ability of the company to conduct its activities in the language of the customers, this will ensure the efficacy of the company in the new environment.

The Business meetings

   Every business that is valid and has a success oriented goals must be able to call for different meetings with the clients as many as possible to enable the company to gather many customers. The various meetings to be carried out by this companies also involve face to face negotiations with the client. In Brazil, the company may be forced to have several sessions in the meetings due to the culture of the Brazilians in taking much time in making serious decisions .so the company must embrace patients when dealing with these people. Therefore the person planning to do international business must look at the cultural aspect to do business in this beautiful nation.  

Work cited

Ardichvili, A., Maurer, M., Li, W., Wentling, T., & Stuedemann, R. (2006). Cultural influences on knowledge sharing through online communities of practice. Journal of knowledge management, 10(1), 94-107.