Don’t Forget the Post-Translation Client Review
Our last blog talked about an important component of any translation project – the in-country review (ICR) – with a focus on the process in Japan. In this article, we turn our attention to another key part of the translation process – the post-translation client review. Much like the ICR, the post-translation client review can present challenges for both the translation company and the client if the review is not conducted by the correct person in the proper way. To help our clients better prepare for a successful post-translation client review, we would like to share a few recommendations as presented by Melissa Ramer in her article, “Post-Translation Client Review,” which appeared in the March 2011 ATA Chronicle.
What is the purpose of the post-translation review?
After your project has been translated, it is important to ensure the translation is accurate, localized and adheres to your organization’s branding and style requirements. This step in the process is akin to the quality control or quality assurance procedures in a manufacturing plant. The benefits of having a client review phase include:
• Greater confidence that the end result will be well-received by the target audience
• Ability to address any concerns before the project is finished and distributed
• Assurance that the translation will not be a cause of poor results
Bottom line, you want to avoid sending a product that does not resonate with the target audience out the door and risking below average (or worse) results. As such, the person you select to perform the review must be trained, experienced and dedicated to the task, which can be challenging in an economy where many companies are stretched thin. In many cases, reviewers are selected purely on convenience and not ability, which can create complications for you and your translation partner.
How to select a strong reviewer
One of the keys to making sure the review process goes as smoothly as possible is to establish ground rules upfront. Of course, this is a critical first step before kicking off any project, but with regard to the client review, it is important for all parties to clearly understand both the purpose of the review and the expectations for the end result. Once everyone is on the same page, the next step is to select a reviewer who possesses the qualities necessary to achieve the desired results.
Below is a list of criteria to use as a guide when selecting the person who will serve as your reviewer. The individual you select should be:
• A native speaker of the target country or language for which the translation is intended
• Proficient in English so the translated text can be accurately compared to the English version
• Detail-oriented and skilled in grammar, punctuation, and spelling in the native language
You’ve got the right person, now what?
Remember when you sat down with your translation company to establish clear and agreed upon objectives and expectations? Well, you need to do the same with your reviewer. In order to achieve the desired final outcome – a translation that has been carefully reviewed for clarity and usage of local, company-specific language – you must provide clear instructions upfront. More specifically, the reviewer should understand:
• How the review process fits into the project timeline
• The goal of the client review
• How to handle disagreements regarding translations
It is important for a reviewer to understand that one of their primary responsibilities is to check for discrepancies in terminology. This is one reason why using an in-country reviewer may be a wise choice as they not only have knowledge about local phrases, sayings and colloquialisms but are subject matter experts on client-specific terminology. A reviewer should not make changes to a translation based solely on personal preferences or try to improve the translation without first consulting the translator.
In addition to ensuring that your reviewers clearly understand the task at hand, it may be beneficial to provide some guidelines to help them stay on task. Ramer offers the following suggestions:
• Read the translation for clear and accurate meaning and compare it to the English version
• Do not suggest different terminology based on personal preference
• Insert local company terminology where appropriate
• Mark errors in punctuation, spelling, or grammar
• Make a list of comments and suggestions – these will be reviewed by the translator
• Provide a brief explanation for any change made
Partner with an experienced translation service provider
When it comes to your translation project, it is critical to select a partner that has experience with every step of the process, not just translating from one language to another. From in-country review to client review, there are several steps involved in any translation project, and companies with clear and detailed processes for every phase will be better equipped to ensure a smooth project from beginning to end.
Focus on Asia: Partner with a Translation Provider that Understands In-Country Review, Especially when Japan is in the Picture
By Lesley Lyons
In our last article with a Focus on Asia, we presented some of the challenges of localizing software for the Chinese and Japanese markets. Here, we continue our Focus on Asia and discuss some of the nuances of Japanese in-country review (ICR), which is an important component of any translation project, and provide suggestions on how to ensure a successful Japanese in-country review.
What is ICR?
“Suggestions for successful Japanese in-country review,” an article that appeared in the March 2011 issue of MultiLingual magazine, has some interesting observations about the Japanese in-country review process and how it can differ considerably from the ICR process in other countries. But before we dive right in, it might help to explain what ICR is and what the goals are.
In-country review is basically what it sounds like it is; it is a review of a translated project by someone who speaks both the original language (for example, English) and the language to which it was translated (for example, Japanese). There are two main goals of ICR:
In both cases, the reviewer must have extensive knowledge of the target language, country and culture (for localization purposes) as well as the content matter. The ICR process is an opportunity for a client to provide specific feedback regarding a translation and for the translation company to make corrections.
So what happens in Japan?
According to the article, translation into Japanese is the most difficult work a multi-lingual translation company has to do, primarily due to a poor ICR process that often produces extremely vague feedback – if any. In addition to providing minimal to nonexistent details, many times the in-country reviewer will express dissatisfaction with the project extremely late – possibly weeks or even months after the project was considered complete. And often, when pressed for specifics, the reviewer does not respond, causing a great deal of frustration and anxiety for the translation company. Why is the process so challenging?
ICR is a cultural and linguistic process
The authors of “Suggestions for successful Japanese in-country review” cite the cultural differences between Americans and the Japanese as the primary source for the painful ICR process. If we look at ICR as a cultural process – much like we consider culture to be a key component of the translation process – it makes perfect sense why the Japanese are less forthcoming in their feedback. Americans tend to want to know everything and we want to know it now. The Japanese, an overall more reserved culture, are more likely to be patient, reserved and non-confrontational.
For example, the following are just a few of the practices in the Japanese business world that may create delays in the ICR process or contribute to a lack of details:
How to get the ICR details you need (in Japan and other countries)
While recognizing that cultural differences may create a more challenging ICR process when translating in Japanese, it does not eliminate the problems and frustration the lack of a proper, detailed review can create. Although the article’s authors could not provide an easy solution to this problem, they did offer a few tips on how to help a reviewer respond with the necessary details for a successful ICR. The following suggestions are applicable for any ICR process and an experienced translation company will employ these techniques regardless of the target country.
Select a translation company that understands ICR
Before you embark on a translation project, especially if it involves the Japanese language, it’s important to understand all of the steps involved. ICR is a key step in the translation process and, as we see with Japan, cultural and linguistic differences can play an integral role in how successful the ICR process is. As such, companies should seriously consider partnering with an experienced translation provider that ensures a successful, end-to-end translation process through a collaborative approach with each client.
by Lesley Lyons
In the article, “Introduction to localizing for China and Japan,” authors Frank Lin and Angelika Zerfaß, discuss the challenges of localizing software for the Chinese and Japanese markets. As the second and third largest economies in the world, China and Japan are attractive markets for foreign products, including software technology. But before getting too excited about the size and promise of these two power markets, it is important for businesses interested in entering these countries to understand the complexities involved in translating and localizing software in Chinese and Japanese. In this blog, we present just a few of the challenges of software globalization in East Asia.
While the primary challenge associated with software localization for Chinese and Japanese is the need for multibyte encoding of the languages, the differences in linguistic and cultural conventions present equally demanding considerations. When it comes to the linguistic challenges, Lin and Zerfaß cite the Chinese and Japanese writing systems as the most intimidating factor. The countries share character similarity – hanzi in Chinese and kanji in Japanese – but the Japanese use two alphabet systems. Though the writing systems are similar, the two languages are very different linguistically – Chinese grammar is relatively simple while Japanese is more complicated. For example, in China, verbs do not have tenses and adjectives do not inflect; in Japan, verbs do have tenses and adjectives are inflective.
In addition to the writing systems, there are other linguistic challenges such as:
• Both languages are written vertically and horizontally
• Need to support both Simplified Chinese and Traditional Chinese
• Sorting is more complicated because neither language has a pure alphabet
Software localization must also take into consideration the cultural differences present in the target country. More specifically, localization companies must consider the cultural sensitivity in the presentation and use of the software as well as local conventions that make the software more applicable and relevant to the local culture. In China and Japan, there are considerable cultural differences that further complicate software localization, including:
•Different perceptions and connotations of symbols, icons, numbers and colors
•Format of numbers and dates
•Standards for writing a person’s name and addresses
•Currency
In addition to the linguistic and cultural challenges of translating software for the Japanese and Chinese markets, or perhaps because of the linguistic and cultural differences, there are technical challenges that must be addressed as well.
As previously mentioned, East Asian languages such as Chinese and Japanese require multibyte support for the writing systems. As such, the natural choice of encoding methods is Unicode. While many of today’s most popular software development tools and programming languages are Unicode-compatible, there are still a large number of programs – especially legacy programs – that do not support Unicode. For these programs, Unicode support will need to be the first step in software translation. This can present a problem both technically and economically because many programs that can handle large amounts of data processing at byte and character level are susceptible to issues when ported to Unicode. Other technical challenges associated with software globalization for China and Japan include:
•Characters can be either one byte or two byte
•Lack of spaces separating characters
•Backward compatibility often requires the need to support six types of encoding
•User interface may require different font and point sizes
With the considerable amount of linguistic, cultural and technical hurdles to overcome in Chinese and Japanese software localization projects, it is not surprising that they typically require more engineering and testing work and, as a result, take longer and cost more than projects for other parts of the world such as Europe. Due to the complexity and expense of Chinese and Japanese software globalization, businesses should carefully consider partnering with a software localization company that fully understands the nuances involved in these markets. It is also important to find a partner that utilizes careful and detailed planning, analysis, design and execution processes to overcome the various challenges and manage a successful software globalization project from beginning to end. There is no debate that China and Japan hold a great deal of promise – the issue is whether or not you are prepared – or can find the right partner – to capitalize on the opportunities they present.
By Kris Knisely
Two weeks ago, Lisa Petrilli, wrote an article in the Harvard Business Review entitled An Introvert’s Guide to Networking. She echoed the fears many have about putting themselves out there for the sake of their business, and ultimately tells readers to accept their introversion and thus to schedule time to re-charge between networking events and to use social media to connect before events.
With our eye on international business and cross-linguistic connections, we asked ourselves how we could re-frame Petrilli’s advice for those introverts who face an added linguistic and cultural barrier. Petrilli notes that “introverts who avoid networking are making a critical career mistake.” And similarly, we would argue, that for introverts who avoid global interaction be it with one’s customers, workforce, or partner companies, the mistake is two-fold. Successful global interaction is central to making money, saving money, and gaining a competitive advantage.
To re-iterate much of what was said in our earlier blog posts specific to Poland, we suggest the following:
1) Become as culturally competent as possible. Taking the time and the effort to learn about the culture of the individuals with whom you would like to enter into business can only help you. If you’re introverted, let your new cultural knowledge ease your nerves about saying or doing the wrong thing. It may even help you to remind yourself that the people you are working with may very well be worrying about making a cultural or linguistic misstep themselves.
2) Try to learn some basic phrases. We know that you’re not going to learn every language and that you certainly cannot learn a language overnight, but the effort will likely be well-received. You will likely need the help of a translator or an interpreter in order to conduct business, but showing your client that you’ve taken the time to learn about them, their culture, and their language will set the tone for the rest of your interaction.
Still not sure you’re ready to overcome the unique obstacles of global business? Join us for Cultural and Linguistic IQ: Two Secrets to Sustaining a Phenomenal Business Reputation on Tuesday, February 21 at WTC Atlanta. Our own Uli Dendy will present with Vicki Flier Hudson of Highroad Global Services on creating a high-performing global business with a great reputation. Click here to register.
For more information on this event and others please like us on Facebook and follow us on Twitter!
For those interested, Petrilli’s original article can be found here.
And other interesting business etiquette tips
by Lesley Lyons
In our last blog article, Poland: The Best-Kept Business Secret for U.S. Businesses, we explored the benefits Poland holds for American businesses interested in establishing a global presence. From a strategic location and a growing economy to a highly qualified workforce and an improving infrastructure, Poland has a lot to offer. For companies looking to expand overseas, it is always a good idea to understand a country’s approach to business, business etiquette and protocol before heading abroad for the first meeting. This is particularly important if Poland is your destination given the country’s relationship-driven culture. To be successful in Poland, you will first have to establish trust and rapport with your business colleagues and partners. Understanding what is expected of you within the business setting will help you to build a strong relationship based on mutual benefit and trust.
Top Ten Business Etiquette Tips in Poland
The following are a few tips to consider before setting course for Poland. This is by no means a comprehensive list of the differences between American and Polish business culture, but it provides a framework from which to learn more.
Building a relationship is important
Given Poland’s history, it is not surprising to learn that the Polish people are very family focused and rely heavily on building and maintaining close personal relationships. The Polish tend to draw a clear distinction between their inner circle and those on the outside, and outsiders must work to earn the trust of their Polish acquaintances. Building relationships is essential to successful business interactions in Poland, especially if you plan to be there a long time. As a result, you may find that the first few meetings are fairly formal and it may take several interactions before final decisions are made.
Preparation and punctuality are appreciated
When scheduling a meeting or business appointment, it is recommended that you schedule it at least four days in advance and be sure to confirm the meeting the day before. When a meeting is scheduled, it is a good practice to be on time. Although meetings in Poland typically do not have a specific ending time, punctuality is key to establishing trust and reliability.
Respect the structure and hierarchy within a company
There is a strong respect for hierarchy, authority and structure within Polish companies. This hierarchical style is reflected in many aspects of Polish business practices, including the decision making process (usually comes from those higher up in a company), the use of professional titles (versus first names) and the expectation that you will know and respect established protocol and etiquette within the business environment. Make sure you note the levels of seniority within an organization and show respect to both older members of a company and those in senior positions.
What to expect during a meeting
First, it is customary (and expected) to exchange business cards at the start of the first meeting and you should be the first to hand over your card. Second, it is standard practice to begin a business meeting by trying to get to know each other and to establish an initial business rapport. You may talk about your family, work experience, common interests, etc., but be sure to avoid talking about money. Finally, business negotiations tend to follow a reserved and thoughtful approach where long periods of silence are not only common but also a critical part of negotiating. Do not try to fill the silence no matter how uncomfortable you may feel and do not try to pressure your Polish colleagues for final decisions.
Handshakes and gifts are in
Be ready to extend your hand at the start of a business meeting. A firm handshake is customary and, if you are a woman, you may receive a kiss on the hand. However, if you are man, it is not customary to kiss the hand of a Polish colleague. Gifts are often given at an initial business meeting and giving flowers at meetings with people who you already know is an accepted custom. At the signing of a contract or a social occasion, you are expected to bring a small gift or flowers.
Flashy attire is out
While some smaller companies in Poland have adopted a more casual dress code, the majority still adheres to a traditional business dress code and you should avoid wearing bright colors, patterns and shows of wealth. The accepted attire for business meetings is formal – suit and tie for men and a suit or dress for women. Avoid colognes and perfumes; if you are going to wear it, don’t douse yourself!
What to do when mixing business with eating
If you have a business meeting over a meal, it will most likely be during lunch. Breakfast meetings are rare and supper or dinner is typically reserved for family time. The purpose of many business meals is to get to know each other better and to build the relationship so wait for your Polish hosts or colleagues to bring business up first. Some other things to keep in mind when dining with business colleagues include:
Remember, you’re all human (and more similar than you think)
The Polish people tend to be reserved, honest and to the point, which is very similar to the way we conduct business in America. In a business setting, you will find that your Polish colleagues possess similar qualities and customs to Western European businessmen and women. And if you’re doing business in a major Polish city, the majority of professionals prefer to conduct business in English. As a result, you should feel quite at ease knowing there are few significant cultural differences.
When in doubt, talk about sports
Football (American soccer), Poland’s national pastime, is a good topic of conversation for virtually any situation. Other popular sports include volleyball and ski jumping.
Other Do’s and Don’ts
- “Hello”/“Dzień dobry” (Jeyn Dob-ry);
- “goodbye”/“do widzenia“ (do vee-dze-nya);
- “please”/“proszę” (pro-she);
- “thank you”/”dziękuję” (jenkoo-yen).
by Lesley Lyons
For American companies looking to expand or start business overseas, Poland is a promising place to explore. Located in Central Europe, Poland was the first former Soviet bloc country to shed communist rule and, today, the nation of over 38 million people is enjoying steady growth. With its unique position between “Western Europe” and “Eastern Europe,” Poland offers U.S. companies a central location with access to all major European capital cities, making it easy to engage in business with the rest of the continent.
The largest and most populous of the states to join the European Union (EU) in 2004, Poland has built a stable economy and attracted significant foreign direct investment over the recent past. Despite crisis and recession, Poland’s economy is growing. In fact, Poland has the sixth-largest economy in the EU and is the 21st largest economy in the world. Its Gross Domestic Product (GDP) growth rate has consistently outpaced that of Western European countries and in 2010, doubled to reach 3.8 percent. Poland is expected to continue growing this year at approximately 4 percent.
In addition to an improving GDP, Poland offers U.S. companies:
• A highly educated, talented workforce with solid English language skills
• A rapidly improving infrastructure
• Growing class of consumers who are driving 10 percent annual retail market growth
For all of these reasons and more, the United Nations Conference on Trade and Development (UNCTAD) recently named Poland the sixth most attractive investment location in the world. It’s no wonder that some experts call Poland “the best-kept business secret for U.S. businesses.”
Large U.S. companies such as IBM, 3M, Google, UTC and Pittsburgh Glass Works have already recognized Poland as a lucrative market and a favorable location for business processing centers, including call centers, back-office operations and research centers. With a talented labor force, wage rates among the lowest in the EU, an excellent regional location and a sizeable market, Poland will most likely continue to attract substantial new foreign investment for years to come.
Poland at a Glance
Major Industries:
• Agriculture
• Textiles
• Mining
• Services
by Lesley Lyons
In July 2011, TrueLanguage sat down with Tarik Celik, Executive Director of the Atlanta Istanbul Center, to discuss the role the Istanbul Center plays in helping further develop the relationship between Turkey and the United States. As the final blog in our series on “Going Global in Turkey,” we share with you excerpts from the interview with Mr. Celik.
How long have you lived in the United States?
I moved to the States in December 1997 and was a chemistry instructor at the middle and high school levels. In Turkey, my career began as a private tutor for gifted children. I then became a teacher and, eventually, an administrator.
How did you become involved in the Istanbul Center?
A student I taught in Turkey was working at the Istanbul Center in Atlanta and he contacted me in 2006 as they were looking for an executive director to help expand the organization. At the time, I was in my second year of a three-year commitment as the student director of a middle and high school located in Milwaukee. After visiting the Center, I was very interested in the position, but was unable to start until the following year.
After six months in the position, we opened our headquarters in Midtown Atlanta and increased both the quantity and quality of the programs we offer. We also established the first Turkish-American Chamber and moved one of our facilities from Norcross to Alpharetta. Once we were settled, we began to focus on helping other Centers in the Southeast to develop a stronger network.
How many Centers are there in the Southeast?
There are 22 organizations in the Southeast region, which consists of Florida, Georgia, Tennessee, South Carolina and Alabama. We partner with them on our programs and sponsor their programs as well. We share our knowledge and know-how. The Turkish American Federation of Southeast is the umbrella organization for all of the Centers in the region.
What do you see as the primary role of the Istanbul Center?
We believe that Turkey has a key role in the future of the United States and vice-versa. As such, it is very important to further develop the relationship our countries have. The primary goal of the Istanbul Center is to facilitate that development through a variety of programs and services aimed at disseminating knowledge of the language, history, culture, education and social life of the Turkish people throughout the Southeastern United States. Our programs focus on education, culture and trade.
What are the top three objectives you hope to achieve while serving as the Executive Director?
My main goals are to: create more education programs for youth in Atlanta and the greater Southeast; create cultural programs that would benefit everyone in the community; and, create business opportunities and become a bridge not only between communities but between the nations of Turkey and the United States.
Tell us about some of the programs you offer.
Many of our programs are aimed at reaching the younger generations. For example, each year we hold an essay contest for middle and high school students with a theme focused on a global issue. Last year’s theme was empathy and next year it will be hunger. We reach over 150,000 children through this contest. Another youth-oriented program we participate in is the International Environmental Project Olympiad (INEPO), which is a competition that solicits environmentally-focused projects in chemistry, science, essays/policies and physics. Last year, we sent three overall winners to the international program and all three received silver medals. We also partner with Fulton County on youth leadership program. In 2010, several young commissioners representing different districts went to Turkey where they met with their counterparts. We’re hoping to expand this program to other counties in the future.
As one of the fastest growing economies in the world, Turkey has a lot to offer American businesses. How does the Istanbul Center try to promote trade between the two countries?
Each year, the Centers in the Southeast Region take 25 – 30 groups with 10 – 12 individuals per group on a trade mission to Turkey. These trips focus on education, culture and trade. If you do not understand the educational system of a country, you cannot understand the culture or trade with that country. Therefore, many of the participants are individuals who can help us create that relationship in education. We invite leaders of our educational system in various states – primarily universities – to come to Turkey and we connect them to colleges and universities in Turkey to establish a study abroad program.
In addition to our annual trips to Turkey, we are currently working on securing partners and sponsors for our 2012 Conference, which will expose attendees to virtually every aspect of Turkey and have a focus on trade.
Also in 2012, we hope to implement a new internship program for American students in Turkish companies. This program will help young Americans learn more about the potential Turkey has to offer and provide a great opportunity for college graduates from America to find employment. It also will help Turkish companies learn more about the U.S. and to feel more comfortable working with Americans.
We’re reading more about Turkey as a hot spot for American businesses. What do you see as the primary benefits for American companies looking to expand into a new global market?
Turkey is the best country in the region given its unique advantage of spanning two continents. It has a very vibrant economy, free market system, and is a democratic secular Muslim country. It is the west of the east and it is the east of the west and, as a result, has very diverse culture and ethnicity. Turkey is also very rich historically. Turkey has the fastest growing economy of any OECD country and is ranked the 6th largest economy in Europe and the 1st largest in the Middle East. Turkey is also a very important location for American companies that want to oversee business in the Middle East, Africa, Central Asia, Balkans and Europe because of Turkey’s proximity to these areas.
Compared to many European countries, Turkey has very cheap and quality labor. In addition, Turkey has the youngest population in Europe with over 65 percent of the population under 35 and a growing number are receiving a college education, resulting in a very qualified, ambitious and educated labor force. For the past eight years, the Turkish government has provided a financial incentive for university students to undertake specific projects created by the government. If the project is successful, the student receives an even greater financial reward that they do not have to pay back. In 2010, there were 85,000 projects created and 65,000 received the incentive. The government is very aware of its young population and they fact that they need more education and jobs.
In addition to education incentives, the Turkish government offers companies incentives to provide training programs to help increase trade in Turkey. The government currently offers funding up to 20 thousand Turkish lira to train employees to learn international trade. Even American companies doing business with a Turkish partner would qualify for this funding.
Is the government more stable than in the past?
Up until 2002, the average government party’s life was 18 months. Since 2002, there has been one government. Not only is the government more stable, but Turkey’s financial structure is one of the most sound in the world. In 2001, Turkey had a huge financial crisis and, as a result, it changed the structure of the banking system. When the rest of the world experienced the financial crisis in 2008/2009, Turkey was one of the least affected countries in the world. When you look at the profit margins of financial institutions throughout the world, Turkish banks have the biggest profit margins, which is another key element of why Turkey is attracting more investment.
What are the top growth markets?
Agriculture, alternative energy, aircraft and parts, chemicals, construction, and health tourism are great avenues in which to invest in Turkey.
Despite all Turkey has to offer, American businesses have been slow to take advantage of this booming economy. What do you think is the biggest hindrance for American businesses to enter the Turkish market?
The Turkish language and culture are the biggest challenges for Americans to do business or trade with Turkey. That is why we always advise American companies to have a Turkish partner to assist with establishing a business and to learn at least the basics of the language before visiting.
What do you see as the biggest obstacle for Turkish companies to trade with America?
When you look at Turkey’s trade figures, over 50 percent is with Europe. Turkish companies don’t feel as comfortable about trade with America; the distance, language and culture are big hurdles for Turkish people to overcome. They also see America as having the largest companies and toughest competition and question whether or not they are strong enough to compete so they choose markets they believe will be easier to enter. We are trying to change this perception but it is a process and it will take time.
Tell us about a program you offer that is geared toward helping to change the perception the Turkish people may have of America.
Unfortunately, most people in Turkey know America from what they see in the movies, which is why it is important for them to come see for themselves. As such, a big focus area for our Center is to get groups from Turkey to visit the Southeast and to stay with American host families. We also are continuing our efforts to have delegations (CEOs of big companies) come to the Southeast to meet with trade leaders in the region.
We also are working very hard to attract more Turkish students to the colleges and universities in the Southeast. Turkey has historically sent its brightest students to the U.S. to study in American colleges and universities. As of 2010, Turkey ranked 3rd in terms of the number of students they send to study in the U.S. (graduate programs). The Istanbul Center wants more of these students to come to the Southeast. Right now, we have almost 100 Turkish students at Georgia Tech and our goal is to have that number at every school in our region. Not only do these students receive a wonderful education but also really know the Southeast region and what it has to offer. Many times, these students become directors of programs focused on promoting trade, which is why we want them to learn about our region. We are also trying to increase the number of Americans going to Turkey to study in order to increase the exposure both countries have to one another. The more Americans can learn about the potential Turkey has to offer, the more successful our efforts will be.
If you had to advise a U.S.-based company on how to structure their training course for employees in Turkey, what would you tell them?
I would recommend engaging professional help through an organization such as the Turkish American Chamber of Commerce of the Southeast U.S. (TACC-Southeast). The TACC is aware of both the culture and the dynamics therein. Always have someone on-hand that knows the laws and legalities very well. Make sure to develop personal relationships. Work on projects face-to-face but also be cognizant that the younger generations are adept at utilizing technology and e-learning. (i.e. In general, people prefer instructor-led courses in a traditional class room setting OR online learning, in the case of the young workforce in Turkey which best excels in e-learning modes, etc.)
What tips (etiquette, cultural differences, etc.) would you provide American businesspeople when interacting with Turkish businessmen and women?
Turkish businesspeople and companies are hesitant to come to the U.S., firstly because of language barriers and, secondly, because they fear that competing in such a large market will not be easy. However, Turks have been actively engaged and involved with the European market for years and do want to make deals at the first meeting, despite their concerns. Turkish people are exceedingly friendly and emotions and politeness are very important to them. They are chatty and will ask many questions, even of a personal nature. It is a good rule of thumb for Americans working with Turks for the first time to let the Turks make the first move in regards to greetings and appropriate body language and to follow their examples. However, once Turks feel comfortable they express their friendliness a lot through touch. Also, the Turkish people are readily able to make and fulfill promises yet are not always good with deadlines.
So what recommendations do you have for an American travelling to Turkey for business or for pleasure?
We encourage anyone visiting Turkey to learn a little bit of the language before they go. We offer language classes for both children and adults. More importantly, we recommend staying with a Turkish family. It is the best way to learn about the culture. Turkish people are very hospitable; host families will share their culture and spend time with their guests with no expectations. They will also take a great interest in learning about American culture. Turkey is one of the most diverse places in the world with an interesting history, unique culture and beautiful landscape. Visitors or companies doing business there will enjoy elements of both Europe and the Middle East for a very compelling experience one will never forget.
[1] http://www.indexmundi.com/italy/economy_profile.html
Italy has a diversified industrial economy, which is divided into a developed industrial north, dominated by private companies, and a less-developed, welfare-dependent, agricultural south, with high unemployment. The Italian economy is driven in large part by the manufacture of high-quality consumer goods produced by small and medium-sized enterprises, many of them family owned. Italy also has a sizable underground economy, which by some estimates accounts for as much as 15% of GDP. These activities are most common within the agriculture, construction, and service sectors. Italy has moved slowly on implementing needed structural reforms, such as reducing graft, overhauling costly entitlement programs, and increasing employment opportunities for young workers, particularly women. The international financial crisis worsened conditions in Italy’s labor market, with unemployment rising from 6.2% in 2007 to 8.4% in 2010, but in the longer-term Italy’s low fertility rate and quota-driven immigration policies will increasingly strain its economy. A rise in exports and investment driven by the global economic recovery nevertheless helped the economy grow by about 1% in 2010 following a 5% contraction in 2009. The Italian government has struggled to limit government spending, but Italy’s exceedingly high public debt remains above 115% of GDP, and its fiscal deficit – just 1.5% of GDP in 2007 – exceeded 5% in 2009 and 2010, as the costs of servicing the country’s debt rose.
Land Area: 301,245 square kilometers
Population: 57,000,000
Currency: Euro
Exchange rates/ Euros (EUR) per US dollar
• 0.7715 (2010)
• 0.7179 (2009)
• 0.6827 (2008)
Gross Domestic Product (GDP) [data are in 2010 US dollars]
• $1.774 trillion (2010 est.)
• $1.751 trillion (2009 est.)
• $1.847 trillion (2008 est.)
GDP – real growth rate
• 1.3% (2010 est.)
• -5.2% (2009 est.)
• -1.3% (2008 est.)
GDP per capita (PPP)
• $30,500 (2010 est.)
• $30,100 (2009 est.)
• $31,800 (2008 est.)
GDP, composition by sector (2010 est.)
• Agriculture: 1.8%
• Industry: 24.9%
• Services: 73.3%
Employment population: 25.05 million (2010 est.)
Employment (by sector)
• Agriculture = 5%
• Industry = 32%
• Services = 63%
• Unemployed = 9%
Main Industries: tourism, machinery, iron and steel, chemicals, food processing, textiles, motor vehicles, clothing, footwear, ceramics
Main Agricultural Products: fruits, vegetables, grapes, potatoes, sugar beets, soybeans, grain, olives; beef, dairy products; fish
Exports = $458.4 billion (2010 est.)
Primary Exports
• Engineering products
• Textiles and clothing
• Production machinery
• Motor vehicles
• Transport equipment
• Chemicals
• Food, drink & tobacco
• Minerals and nonferrous metals
Top Export Partners
• Germany 12.6%
• France 11.6%
• US 5.9%
• Spain 5.7%
• UK 5.1%
• Switzerland 4.7%
Imports: $459.7 billion (2010 est.)
Top Import Commodities
• Engineering products
• Transport equipment
• Chemicals
• Energy products
• Mineral and nonferrous metals
• Textiles and clothing
• Food, drink & tobacco
Top Import Partners•
Germany 16.7%
• France 8.9%
• China 6.5%
• Netherlands 5.7%
• Spain 4.4%
• Russia 4.1%
• Belgium 4% (2009)
by Lesley Lyons
In our last blog article, Relationships Are the Cornerstone to Doing Business in Italy, we took a look at the overall culture of the Italian business world and a few of the different business practices Americans may encounter when doing business in Italy. Companies that take the time to understand a country’s approach to business, business etiquette and protocol will not only have an easier time establishing a business but also increase their odds of being successful. Learning how to dress or who should pay for a business lunch may not seem important to your global strategy, but the more awareness you have to the Italian way of doing business, the more likely you will be able to earn the trust of your Italian colleague or the Italian consumer. In a country where relationships are held in the highest regard, establishing trust and rapport is a critical first step. It is important to note that there are distinct differences in etiquette depending on whether you are conducting business in Northern Italy or Southern Italy so be sure to do your research based on your destination.
Top Ten Business Etiquette Tips (when in Italy)
The following are a few areas you should take into consideration before travelling to Italy. This is by no means a comprehensive list of the differences between American and Italian business culture, but it is a starting point.
Relationships matter most. While we covered this in our last blog article, it bears repeating. In Italy, relationships are extremely important. All business flows from a network of relationships and it is essential to establish strong, long-term ties if you hope to be successful in the Italian market. Italians prefer to do business with people they know and trust so be sure to take the time necessary to build a rapport with potential colleagues, partners or other resources.
You are what you wear. With some of the top fashion houses located in Italy, it is not surprising that what you wear speaks volumes about the kind of person you are. The importance of appearance in Italy should not be ignored or dismissed. How you look can play a key role in the level of respect you receive so dress to impress. While the style of dress will vary by industry, it is important to be well-groomed and to wear good quality, well-cut clothes.
Personal space is a bit smaller. Italians tend to be affectionate, physical people so don’t be surprised if your personal space is invaded. Moving away or keeping your distance can be offensive or viewed as cold and unfriendly. As in the U.S., it is customary to shake hands at the beginning and end of any interaction. Over time, the handshake may be replaced by an embrace, indicating your relationship has reached an intimate level. This is one of the areas in which your experience will be different depending on your location (north versus south).
Schedule a meeting well in advance. If you are trying to schedule a meeting, you must make an appointment in writing at least 2 – 3 weeks in advance. Be sure your request is in Italian and reconfirm the meeting by phone, fax or e-mail. Avoid trying to schedule meetings in August, as many Italian companies are closed or employees are on vacation.
Leave the agenda at home. While American business meetings are (usually) structured and organized, meetings in Italy are typically informal. If there is an agenda, it will be extremely flexible and everyone at the meeting will have an active role. It is not uncommon to have frequent interruptions and side conversations or for parties to leave – and new participants to arrive – throughout the meeting. This is another area where you will find regional difference between businesses located in the north and those located in the south.
The group has it. Do not expect to reach a decision in a meeting. Meetings are intended to provide a forum for participants to express their ideas and opinions. For a decision to be reached, it is important to get group consensus and buy-in.
Personality trumps expertise. The person with the most knowledge or technical expertise is not necessarily the most respected. The personal qualities and loyalties an individual has play a bigger role in the level of respect he/she earns. Therefore, it may not always be enough to know what you are talking about. You have to be able to back it up with an authoritative personality.
Meals are about eating, not business. While hospitality plays a key role in Italian business culture, the focus of a “business” lunch or dinner is on building relationships, not discussing business. The conversation may come around to business, but you should be prepared to talk about non-business topics such as food, wine and sports. Also keep the following in mind: the honored guest sits at the middle of the table or to the right of the host; the host always pays; pass dishes to the left; keep your knife in the right hand and fork in the left and do not answer phone calls at the table.
When it comes to negotiating, patience is a virtue. Although the process varies between the north and south of Italy (Italians in the North tend to move at a faster pace than those in the South), overall the negotiation process can slow. To facilitate the process, never use high-pressure sales tactics, follow through on verbal commitments, and remember that many times a decision is based more on how you are viewed than on concrete business objectives. Be prepared for heated debates and haggling throughout the course of your negotiations.
In addition to learning about Italy’s business culture, be sure you fully understand the bureaucratic and legal requirements to incorporate and register a new business in Italy. You can find detailed information on the procedures, time and cost involved in launching a commercial or industrial firm with up to 50 employees and start-up capital of 10 times the economy’s per-capita gross national income (GNI) at http://www.doingbusiness.org/.
by Lesley Lyons
Between Real Housewives of New Jersey, Jersey Shore and The Sopranos, Americans should be able to learn all they need about Italian people and culture, right? Not exactly. As entertaining as these shows might be, there are probably more reliable sources of information for companies looking to “go global” in Il Bel Paese, or the “Beautiful Country.” Yet there is one Italian quality American television tends to portray accurately and that is the strong sense of family and relationships that permeates Italian culture, including the world of commerce.
Even today, the majority of businesses in Italy are formed through strong relationships. In fact, Italy has a larger percentage of small and medium-sized, family-run businesses than any other European country and many of the larger companies such as Fiat and Benetton are still controlled by single families. Why is this so important for Americans to know before entering the Italian business world?
For starters, if you’re looking to do business with an Italian company, you need to know who really makes the decisions. In many cases, the company org chart does not reflect how the company truly functions. Job titles do not always indicate one’s level of power and influence – which is based more on who one knows and who is keeping them informed. Therefore, in the early stages of a relationship with an Italian company, it is important to discover who really makes the decisions as opposed to simply following the paper decision-making process.
Recognizing the relationship-oriented approach to business in Italy is also important for American companies considering opening a new company, branch or office in Italy. Italians prefer to do business with someone they know. As such, it may be advantageous to partner with an Italian firm or an individual in your line of business. Whether you choose an Italian partner or not, it is essential to spend time in Italy building the relationships you will need to succeed way before you open your doors.
Here are some other different business practices to keep in mind:
Leave the Agenda at Home. While American business meetings are (usually) structured and organized, meetings in Italy are typically informal. If there is an agenda, it will be extremely flexible and everyone at the meeting will have an active role. It is not uncommon to have frequent interruptions and side conversations or for parties to leave – and new participants to arrive – throughout the meeting.
The Louder, the Better. The Italian people are known to be passionate and expressive communicators. They tend to be talkative, articulate, emotional and demonstrative, using their facial expressions and hands to convey a point. While in American culture, we are taught to show restraint in the workplace, Italian culture commends visible emotion and even, theatricality. Showing your emotional conviction is viewed positively and considered a key management tool while reserve may be considered a sign of disinterest rather than professionalism.
What You Say is More Important than What You Write. For Italians, information told to them by someone with whom they have a deep, trusting relationship is far more important (and trustworthy) than information sent in writing.
So remember, before you set course for The Beautiful Country, you would be well-advised to spend time in the country, brush up on your relationship-building skills and keep in mind that the business culture is very different from that in America. To learn more about establishing a business, visit the Doing Business website at: http://www.doingbusiness.org/data/exploreeconomies/italy/ and be sure to read our next blog article, When in Rome, Do as the Romans Do for a list of the Top 10 Business Etiquette Tips when in Italy.
