READ THE PASSAGES BELOW AND ANSWER THE 3 QUESTIONS THAT FOLLOWS:

A Latin American republic ad decided to modernize one of its communication networks to the tune of several million U.S. dollars. Because of its reputation for quality and price, the inside track was quickly taken by an American company.

The company, having been sounded out informally, considered the size of the order and decided to bypass its regular Latin American representative and send instead its sales manager. The following describes what took place.

The sales manager arrived and checked in at the leading hotel. He immediately had some difficulty pinning down just who it was he had to see about his business. After several days without results, he called the American Embassy where he found that the commercial attach had the up-to-the-minute information he needed. The commercial attach listened to his story. Realizing that the sales manager had already made a number of mistakes, but figuring that the Latins were used to American blundering, the attach reasoned that all was not lost. He informed the sales manager that the Minister of Communications was the key man and that whoever got the nod from him would get the contract. He also briefed the sales manager on methods of conducting business in Latin America and offered some pointers about dealing with the minister.

The attach's advice ran somewhat as follows:

1. "You don't do business here the way you do in the States; it is necessary to spend much more time. You have to get to know your man and vice versa.
2. You must meet with him several times before you talk business. I will tell you at what point you can bring up the subject. Take your cues from me. (The American sales manager at this point made a few observations to himself about "cookie pushers" and wondered how many payrolls had been met by the commercial attach.)
3. Take that price list and put it in your pocket. Don't get it out until I tell you to. Down here price is only one of the many things taken into account before closing a deal. In the United States, your past experience will prompt you to act according to a certain set of principles, but many of these principles will not work here. Every time you feel the urge to act or to say something, look at me. Suppress the urge and take your cues from me. This is very important.
4. Down here people like to do business with men who are somebody. In order to be somebody, it is well to have written a book, to have lectured at a university, or to have developed your intellect in some way. The man you are going to see is a poet. He has published several volumes of poetry. Like many Latin Americans, he prizes, poetry highly. You will find that he will spend a good deal of business time quoting his poetry to you, and he will take great pleasure in this.
5. You will also note that the people here are very proud of their past and of their Spanish blood, but they are also exceedingly proud of their liberation from Spain and their independence. The fact that they are a democracy that they are free, and also that they are no longer a colony is very, very important to them. They are warm and friendly and enthusiastic if they like you. If they don't, they are cold and withdrawn
6. And another thing, time down here means something different. It works in a different way. You know how it is back in the States when a certain type blurts out whatever is on his mind without waiting to see if the situation is right. He is considered an inpatient bore and somewhat egocentric. Well, down here, you have to wait much, much longer, and I really mean much, much longer, before you can begin to talk about the reason for your visit.
7. There is another point I want to caution you about. At home, the man who sells takes the initiative. Here, they tell you when they are ready to do business. But sells takes the initiative. Here, they tell you when they are ready to do business. But, most of all, don't discuss price until you are asked and don't rush things."

The Pitch

1. First, there was a long wait in the outer office while people kept coming in and out. The sales manager looked at his watch, fidgeted, and finally asked whether the minister was really expecting him. The reply he received was scarcely reassuring, "Oh yes, he is expecting you but several things have come up that require his attention. Besides, one gets used to waiting down here." The sales manager irritably replied, "But doesn't he know I flew all the way down here from the United States to see him, and I have spent over a week already of my valuable time trying to find him?" "Yes, I know," was the answer, "but things just move much more slowly here."

At the end of about 30 minutes, the minister emerged from the office, and greeted the commercial attach with a double abrazo, throwing his arms around him and patting him on the back as though they were long-lost brothers. Now, turning and smiling, the minister extended his hand to the sales manager, who by this time, was feeling rather miffed because he had been kept in the outer office so long.

After what seemed to be an all too short chat, the minister rose, suggesting a well-known caf where they might meet for dinner the next evening. The sales manager expected, of course, that, considering the nature of their business and the size of the order, he might be taken to the minister's home, not realizing that the Latin home is reserved for family and very close trends.

Until now, nothing at all had been said about the reason for the sales manager's visit, a tact which bothered him somewhat. The whole setup seemed wrong neither did he like the idea of wasting another day in town. He told the home office before he left that he would be gone for a week or ten days at most, and made a mental note that he would clean this order up in three days and enjoy a few days in Acapulco or Mexico City. Now the week had already gone, and he would be lucky if he made it home in ten days.

Voicing his misgivings to the commercial attach, he wanted to know if the minister really meant business and, if he did, why could they not get together and talk about it? The commercial attach by now was beginning to show the strain of constantly having to reassure the sales manager. Nevertheless, he tried again:

"What you don't realize is that part of the time we were waiting, the minister was rearranging a very tight schedule so that he could spend tomorrow night with you. You see, down here they don't delegate responsibility the way we do in the States. They exercise much tighter control than we do. As a consequence, this man spends up to 15 hours a day at his desk. It may not look like it to you, but I assure you he really means business. He wants to give your company the order; if you play your cards right, you will get it."

The next evening provided more of the same. Much conversation about food and music, about many people the sales manager had never heard of. They went to a nightclub, where the sales manager brightened up and began to think that perhaps he and the minister might have something in common after all. It bothered him, however, that the principal reason for his visit was not even alluded to tangentially. But every time he started to talk about electronics, the commercial attach would nudge him and proceed to change the subject.

The next meeting was for morning coffee at a caf. By now the sales manager was having difficulty hiding his impatience. To make matters worse, the minister had a mannerism which he did not like. When they talked, he was likely to put his hand on him; he would take hold of his arm and get so close that he almost "spat" in his face. As a consequence, the sales manager was kept busy trying to dodge and back up.

Following coffee, there was a walk in a nearby park. The minister expounded on the shrubs, the bird, and the beauties of nature, and at one spot he stopped to point at a statue and said: "There is a statue of the world's greatest hero, the liberator of mankind!" The sales manager asked who the statue was of and, being given the name of a famous Latin American patriot, said, "never heard of him," and walked on.

QUESTIOn 1.

Based on the analysis of the case, answer all the three questions given below.

Question 1: What seem to be the key differences between Latin American culture and American / Canadian culture?

QUESTION 2.

(a) Where did the sales manager go wrong? Why?

(b) Were there any opportune moments for him to initiate a business dialogue?

(c )Could he have avoided the unpleasant turn of events? How?

QUESTION 3.

Are global business etiquette & manners any different from national/local (say Canadian) protocols?