Whether a French HR manager heads the German team in the USA or a German product manager is responsible for the European subsidiary of one of the Korean Big Five, international meetings always mean intercultural communication.
In the course of internationalization, cooperation between our companies and the respective country representatives is often more difficult than expected. This often results in poor key performance indicators (KPIs) despite booming local markets.
However, the key factors for successful work performance are always the appreciation of people and actively dealing with their cultural background. Because the markets in other cultural regions are driven by these same people.
In order to develop these markets, it is essential to not only understand people linguistically and identify market potential, but also to really understand their culture and the right approach. Saying „Hello“ in Korean can be „learned“ linguistically, but what about the manners and business customs of your business partners?
English is only an intermediary, i.e. a means of understanding the spoken word of your counterpart.
According to common knowledge in communication science the content heard only seven percent for a clearly formulated and acceptable understanding of a message as the so-called 55-38-7 rule states. Particular attention must therefore be paid - especially with regard to a different culture - to the remaining 93 percent: These are facial expressions and intonation with 38 percent and body language with 55 percent. On the effect of cultural differences on international business success.
Paying attention to these parameters shows the increasing focus on the soft skills of communication. If you not only want to know them, but also use them in the subconscious application If we are able to master these topics, we need to understand them in order to be understood ourselves:
Our communication - here and there is based on culturally determined rituals and rules, which are absolutely essential for a subtly managed and promising communication process. We send clear signals with our language, our behavior and our attitude. In doing so, we point out additions - additions to the spoken sentences - and unconsciously use those patterns of expression and behavior that are deeply anchored in our respective emotional systems.
It therefore needs a A change of perspective in order to understand a culture that is foreign to us much better and to become sympathetic to it.
... not technology, but rather an inner attitude. It enables us humans to think more creatively - and to act accordingly. That's what I work for with programs for internationally active companies, whose success is based on this knowledge and continues to prosper as a result.
Publication: Seo, Young Im (2020): „An-nyoung-ha-se-jo“ or „Good afternoon“? Intercultural communication in everyday international business life. In: Außenwirtschaft aktuell - Magazine of the IHK Stuttgart Region, issue 09-10/2020, p. 23.
The offer presented here can be found under „Intercultural Service“: Understanding Korean business culture. Profit You will benefit from interactive and exciting practical knowledge from the international working world. We help you to operate effectively in intercultural environments.
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Korea is an exciting but culturally challenging market. We teach you the most important differences in decision-making, communication and relationship management - so that you can avoid misunderstandings and build trust. Our training courses are practical and industry-specific so that you can act confidently from day one.
If you negotiate with companies such as Samsung or Hyundai, you will encounter strong hierarchies, complex decision-making processes and clear cultural codes - which you should know before you have your first appointment.
Our specialized training teaches cultural business intelligencethat goes far beyond etiquette:
Many joint ventures fail - not because of the contract, but because of the collaboration. Different expectations, communication styles and management understandings quickly lead to tensions.
That's why we analyze cultural risk factors at an early stage - before collaboration fails:
Our perspective: 29 years of involvement in Korea, over 270 projects in the German-Asian context - combined with up-to-date know-how from intercultural practice, HR and management.
First impressions count twice: respect, hierarchy and cultivating relationships are crucial. We prepare you so that your appearance opens doors and creates trust.
Expectations, feedback and decision-making processes work differently in every culture. We make you mentally and organizationally fit so that your projects run (more) smoothly - even when teams are spread across Europe and Korea.
In Korea, a factual problem is often perceived as a personal responsibility. We show you how to clearly identify deviations and propose solutions - while keeping an eye on relationships.
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