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In Praise of Passion: Selling’s Secret Weapon
The stereotype many people have of salespeople is of an amoral hired gun. A sharp-suited, sharp-talking huckster who doesn’t care what he’s peddling as long as it brings in the money. But in reality, the opposite is true of all truly successful salespeople: they have a real passion and belief in the products and services they sell. This article explores the importance of passion - and how to incubate it in your sales team.

Other countries and cultures Related Articles

Impact of Culture on Mergers and Acquisitions
no matter how adept top executives have been in working the art of Mergers and Acquisitions (M&A), many are now singing the post M&A blues. According to a KPMG International study, 83% of mergers and acquisitions fail due to mismanagement of cultures. Merging balance sheets it turns out is far easier than merging cultures. Executives must therefore analyze the culture of the two companies before considering a merger or acquisition.

3.3 Conclusion: Economic Report on Africa 2007
It is expected that the recent renewed global attention to the problems of developing countries will contribute to redressing the trends towards marginalization of these countries.

Market access: Provisions of Agreement on Agriculture
An often-mentioned problem of developing countries’ agricultural export has been the lack of access to developed countries' markets, due to the institution of a myriad of import controls and other restrictions. This has largely undermined the growth prospects of developing countries whose development strategy relied on agricultural exports.

Export Subsidies by Developed Countries: Barriers to African External Trade
While advocates of liberalization in the economies of the developing countries have called for reduction in subsidies, the high levels of subsidies in developed countries have increased significantly especially in the OECD countries.

Work Skills Transcend Cultures Work Habits May Not
Since Chally is strongly established internationally, we're often asked what has to be done to alter the testing for different cultures around the world. For the past six years, we have been tracking performance on a Chally assessment versus actual performance on the job across many countries. Our goal was to develop a research database that would highlight differences that were based on geography or culture. For our comparisons internationally, we chose geographic, cultural, and economic regions that were very different. These included England, Sweden, Denmark, India, Indonesia, Australia, South Africa, Mexico and French Canada. The results were somewhat surprising, but very logical. Our research results provided clear evidence that the skill and competency scores are stable and equally applicable across cultures all over the world.

Five Ways Forward-Thinking Leaders Are Using The Recession To Build and Reposition Their Teams for Rapid Growth
Over the past eight weeks, I have been interviewing CEO’s of Team Cultures for my upcoming book and have learned some great tips to share with you about how they are strategically benefiting from the economic downturn. Just like the TIGERS universal team values, these tips offer common sense solutions that many individualistic cultures will find difficult to implement due to burdensome hierarchies and competitive infrastructure.

Is internal competition eating away at your sales results?
Many sales cultures are traditionally based on respect for authority, status and success, and encouraging competitive, challenging and achievement-oriented atmospheres. Although this is not true for all businesses, especially in the 21st Century! There are a growing number of businesses adopting more collegiate, lead team approaches. However, despite different types of cultures, sales performance and results are usually derived from the efforts of individuals. Harnessing those individual efforts to achieve synergy (the sum is greater than its individual parts) is a key task of management, yet so many get it wrong. Let’s take a look at one case study and see why.

Preparing for the Pinch in 2011
Great Britain was once of the lowest VAT charging countries in Europe, but thanks to the emergency Budget it will soon rise to 20%. But what exactly is VAT, what is it charged on and how does it compare to other countries?

A simple structure in a complex world is stupid
In pondering whether Western thinking on organizational design is easily transferable to other countries and cultures I have to ask myself a core question: What influence does my own culture have on organizational design?

Considering high-context vs. low-context cultures and its impact on cross-cultural leadership communications.
Communicating in your own native language is difficult enough. Add to this the nuances of differing cultures and we have a rather complex matter. Such nuances create certain barriers to communicating in a cross-cultural setting. Today, more than ever, leaders must find ways to influence people in varying cultures. Further, leaders must begin to understand the implications of globalization and how the very patterns of thought are based on the individual’s culture of origin. This article seeks to outline the meaning of high- and low-context cultures; polychronic and monochronic cultures; and explain how leaders may begin to better communicate within the context of these differing cultural settings.

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