CBL China Summer School

AgendaI. Who is ICUnet?II. From Passau to Shanghai – A journey beginsIII. Intercultural aspects of setting up a business in China

SM1

Folie 2

SM1 Sascha Meißner; 07.08.2014

I. Who is ICUnet?

4

Your global success is an imperative for us!

• More than 150 permanent employees

• More than 250 freelancers and 150 partners worldwide

• Expertise in over 75 countries and 25 languages

• Situated in Shanghai (legal entity) and with 12 locations in Germany and Austria

• More than 8,000 satisfied assignees and training participants benefit from our services each year

• Continuous investment in research and development

• European market and quality leader for intercultural consultation, training and assignment management

Service, innovation and quality leader with passion and enthusiasm

#1 in EuropeIntercultural consulting & qualifications

#1 in Germany

Relocation & assignment

management

350 +

global players trust ICUnet.AG

150 +

permanent employees

20 +

years of experience in relocation &immigration

5,000 +

foreign assignments a

year

30 +

prizes & awards

2,500 +

training & coaching

sessions per year

26 DAX-

companies as clients

1.500 +immigration

cases per year

Intercultural Consulting with Innovative SolutionsOur Service Portfolio in China

Awareness & Country Specific Trainings

Intercultural Assessment

Strategy & ProcessConsulting

Soft Skills Teambuilding

Customized Services

Revolving Follow-up Workshops

IndividualCoaching

Follow-up

Intercultural Business Competence Tool (IBCT)

Intercultural Preference Tool (IPT)

Preparation

Inventory for intercultural development (I4ID)

Leadership Development

Intercultural Hotline

Customized Solutions –we walk together!

Cross-cultural CommunicationLeading with intercultural Intelligence

Leading multinational Teams

Project Management

across Cultures

Service Portfolio Interactive training sessions lead to cross-cultural competence

Change Management

Presentation Skills

Soft Skills Self-Management

Intercultural Awareness

II. From Passau to Shanghai – Setting up a business in China

From Passau to Shanghai Why Shanghai?

Customer

Satisfaction

QualityHigh

performanceand reliability

CostOutstanding value at every

price point

DeliveryQuick

response(development,

services)

A Year of big stepsOverview Timeline & Steps

Customer Conversation

Market research und competitive analysis

Business Plan Shanghai

Start of registration process (mit DE International/ AHK)

Feasibility study, name registration, share capital, rental contract, …

Business License

Opening of bank accounts, employee recruitment

Start of office operations German Centre Shanghai

Tax registration certificate, social insurance, Housing Found, …

Sept 2012

Okt 2011

Nov 2011

Dez - Jan

Feb 2012

Feb - Juni

Juli 2012

Juli 2012

Sept - Okt

A Year of big stepsBusiness Plan

Why an Office in Shanghai?

�Market volume�Location�Competitive environment

Vision and Goals

�Vision 2015�Goals 2012, 2nd Quarter�Goals 2012/13

Strategy

�ICUnique – Competitive advantage�Product and price alignment�Sales strategy

Office China: Organisation & Administration

� Legal identity� Company registration� Office space� Employees� Finances

Challenges & Chancen

� Costs� Revenue� Risks & challenges

Marketingmix

1. Place

2. Promotion

3. People

4. Process

5. PhysicalEvidence

6. Product

7. Price

Why German Centre? Daily Support

• Reliable and quick imparting of important contacts for the rightstart: Furniture supplier, technician, printing office, and so on.

• Connection of tenants: Exchange of experiences, networking

• Diverse opportunities to present your company:

Publications, events, etc.

„The Team of the German Centre Shanghai is always a good point of contact if you need help spontaneously and if you are looking for friendly support“

Sara Monteiro, Managing Director ICUnet Intercultural Consulting

Opening Ceremony September 2012

III. Intercultural aspects of setting up a business in China

Intercultural aspects of setting up a business in ChinaWhat is culture?

PERCEPTA

CONCEPTA

Basic assumptions

Values

Belief / Religion

Norms

Language

History

Convictions

Symbols

Legal conception

Communication

Architecture

Literature

Geography

Personalities

Arts

Topics

Viewpoints

Opinions

Knowledge

Rituals

Way of life

Preferences

Social circles

Stories

Status

Food

Clothes

Music

Gestures

Daily routine

Intercultural aspects of setting up a business in ChinaDifferences in Perception

What do you see?

Intercultural Aspects of setting up a business in ChinaThe Lewis Triangle

Lewis Cultural Triangle Model

http://www.crossculture.com/rlcintro.html

Lewis Cultural Triangle Model

Intercultural Aspects of setting up a business in ChinaImportant Chinese ValuesValue BehaviourGuānXì Building & maintaining mutual

accountability & dependency; different behavior towards in- and out-group people

Miànzi – Face identity of a person deteminated by social reputation

Polite, indirect communication, problems are not addressed

Respect high hierarchies and promotion by seniority

Patriotism pride and praise of own country

Family expectation of family is more important than individual needs and wishes

HéXié & ZhōngYōng Harmony & ‘The Middle Way’

no confrontation

• Objectivity• Quality• Competence• Expertise• Facts & Figures

…

Personal Relationship• Age• Hobbies

• Family• Small Talk

…

Trust

1

2

3

1

3

Object-oriented cultures

Relationship-oriented cultures

2

Building trust

Intercultural Aspects of setting up a business in ChinaBuildung up Trust

What is said?

Open criticism

Verbal aspects,factual information

Context is not important

Intercultural Aspects of setting up a business in ChinaThe Direct Conversation Strategy

Intercultural Aspects of setting up a business in ChinaThe Indirect Conversation Strategy

Non-verbal aspectssubtle communication

How is something said?

Maintain social harmony

Context is important

Intercultural Aspects of setting up a business in ChinaDirect and indirect communication

TEXT

CONTEXT

Mes

sage

Inte

rpre

tati

on

High ContextLow Context

Intercultural Aspects of setting up a business in ChinaHigh and Low Context Communication

Intercultural Aspects of setting up a business in ChinaHigh and Low Context Communication

Bridget: „I was wondering, Yun Qing , if your team can come in on Saturday?“

Yun Qing: „Saturday.“

Bridget : „Yes, just for a couple of hours.“

Yun Qing: „I see.“

Bridget : „Just to finish up that application test.“

Yun Qing: „Right.“

Bridget : „I think Ram’s team is coming in, too so it should go pretty fast.“

Yun Qing: „Yes, they work quite fast.“

Bridget : „So, what do you think, Yun Qing? “

Yun Qing: „Let me ask my team and get back to you.“

Bridget : „Great.“

= „Did I understand correctly, you mean Saturday?“

= „I do not quite understand... .”

= „Definitely, we can not!“

Intercultural Aspects of setting up a business in ChinaCommunication

Intercultural Aspects of setting up a business in ChinaRole and Status of the Manager

?X

Scenario 1: Germany

Boss Employee

Scenario 2: China

Boss Employee

t1

t2

OK?

E has obligation to present

My bossmistrusts me

?X

t1

t2

?

B has obligation to collect

My boss is interested

in me. My work and

my contribution isimportant for him

„Final spurt“

Values:

Responsibility,

Autonomy

Values:

Care,

Appreciation

Intercultural Aspects of setting up a business in ChinaRole and Status of the Manager

Low hierarchies

� Moderator, Partner

� Doesn‘t need to have knowledge of everything

� Open discussion with subordinates possible

� Indirect leadership, expects creativity and initiative

� Constructive criticism

High hierarchies

� Motivator, paternalistic management style (father figure)

� Lack of knowledge = Lack of competence

� Open discussion impossible (loss of face)

� Direct, detailed leadership

� “wise” and indulgent handling of mistakes

Intercultural Aspects of setting up a business in ChinaDelegation & Knowledge Transfer

� Monitoring: Stop by (personally or virtually) at your colleague’s desk or office (suggests interest and care – no mistrust)

� The boss is responsible to provide the employee with all he needs

� In case of bad performance, the boss helps the employee to improve

� Set frequent milestones

� Be cautious so as not to lose your face if you assist your employee

Intercultural Aspects of setting up a business in ChinaGuanxi: The “Gateway to your System“

What else would you like to know?Question & Answers

Sascha MeissnerSenior Key Account Manager &Intercultural Consultant

By telephone: 0086 21 2898 6361

By e-mail: sascha.meissner@icunet.agHomepage: www.icunet.ag

ICUnet Intercultural Consulting (Shanghai) Co., Ltd.

Unit 729, Tower 288 Keyuan RoadZhangjiang Hi-Tech ParkPudong201203 Shanghai | PRC

I am looking forward to hear from you!