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In the world of high-speed motor brands dominate – Formula One and NASCAR. Both require skill, strategy, and intense focus. In all other respects, they couldn't be more different.

Formula One is the racing equivalent of a Louis Vuitton store: high class, with European roots and international appeal. Formula One races, known as Grand Prix, showcase technologically sophisticated, single-seat, purpose-built cars driven by men like Prost, Villeneuve, and Schumacher with engines designed by world-class talent at Alfa Romeo, Ferrari, Maserati, Lotus, and Mercedes-Benz. The only two U.S. Americans who have won in Formula One's 62-year history are Phil Hill in 1961 and Mario Andretti in 1978.

NASCAR (the National Association for Stock Car Auto Racing), on the other hand, is an all-American phenomenon whose heroes have first names such as Denny, JJ, and Kyle. Stock cars are almost indistinguishable from those you'd find in a Chevrolet, Ford, or Dodge showroom. In contrast to Formula One, almost all NASCAR Sprint Cup Series winners have been U.S. Americans. Whereas attendees at Formula One races can enjoy four-star hotels, expensive restaurants, suites and grandstand seats, NASCAR fans tend to prefer an RV, eat BBQ, and drink beer.

When Formula One announced that it would race again in the U.S. at the purpose-built track named Circuit of the Americas in Austin, Texas, many were surprised. Other U.S. venues were under consideration to host the race. However, misperceptions of Texas as a state with cactus, men in cowboy hats, and armadillo were shown to be wrong. Austin's reputation as the Live Music Capital of the World is just one indication of the city's culture of inclusiveness, sophistication, and willingness to embrace new experiences. Formula One held its inaugural race in Austin in 2012 and given its ten-year contract with Texas, racing is expected through 2022 and beyond.

The awareness, flexibility, understanding, and a willingness to adapt are similarly essential when conducting business across different world cultures. If you have ever traveled to China, India, Japan, or any of the other Asian countries explored in this book, you will appreciate how important it is to travel with an open mind and not to expect that domestic business practices are understood elsewhere.

Where there are cultural differences, there is the potential for misunderstanding. That is why the overarching question at the heart of this book is: What do I need to know, think, and do to build trust, inspire respect, and create long-lasting business relationships in Asia?

A Journey of Passion

As the daughter of a military officer, Sharon has spent her life exposed to different cultures – she's a real “third culture kid.”1 Her passion for helping others professionally benefit from enhanced cross-cultural relationships began in 1989, the year she graduated from law school. After spending a month that summer experiencing China, Hong Kong, and Thailand with a fellow summer associate, she wrote in her journal: “I need to be doing something where I'm traveling and working with people in different cultures.”

Nevertheless, back in the U.S., Sharon did what most recently-graduated lawyers do: She joined a law firm. Two years later, she began working for the Texas Attorney General's office, which reignited her fascination with the way different mindsets and priorities impact how people communicate and resolve conflict.

By early 2008, Sharon had visited all seven continents and over 30 countries, and had gained a professional understanding of how to bridge the gap between people from different cultures. Taking a two-year sabbatical from the law, she visited the Czech Republic and immersed herself in family and culture. Then she embarked on a series of courses at the Protocol School of Washington to emerge as a newly minted corporate-etiquette and international-protocol consultant, and a protocol officer.

From Etiquette to Intercultural Exchange

For the first six years after launching Protocol and Etiquette Worldwide, Sharon was influenced by experts in the field of international etiquette and intercultural awareness. What she found was that her clients wanted more than third-hand advice. They were hungry for realistic, practical, and implementable guidance that would enable them to be more successful in our globalized economy. They wanted to hear Sharon's experiences and stories!

In 2012, the city of Austin asked Sharon to present on cross-cultural awareness in readiness for the inaugural Formula One races. Her interest in the research of social psychologist Geert Hofstede and his son (Gerte Jan), as well as that of cross-communication consultants Fons Trompenaars and Charles Hampden-Turner deepened. Sharon's lifelong cross-cultural experience, training, and research have been funneled into this book.

From our great personal love of Asia, and in light of the increased interest worldwide in doing business across that continent, we chose to focus this book on Asia. By crafting material that engages, educates, and entertains, we intend to take you on a personally fulfilling journey.

A Questioning Framework

As the eighteenth-century French philosopher Voltaire said, “Judge a man by his questions rather than his answers.” After interviewing over 100 international professionals for this book, we noticed a pattern emerging: eight core questions whose answers were essential in attracting and building the relationships upon which today's successful businesses depend. Having researched many of the models offered by cultural gurus such as Edward Hall, Florence Kluckhohn, Fred Strodtbeck, Geert Hofstede, Fons Trompenaars and Charles Hampden-Turner, George Simons, Janet Bennett, and Milton Bennett, we found these eight questions reflect topics vitally important for culturally aware businesspeople.

Why These Asian Countries?

To counter the desire to cover every country as if they were equally important to U.S. business interests, Sharon engaged the global intelligence firm Stratfor, asking them to produce a report on U.S. American business travel to Asia in order to identify the current and future top-ranking countries for U.S. investment and travel.2 Six countries – China, Hong Kong,3 Japan, India, South Korea, and Taiwan – accounted for over 70 percent of all U.S. business travel to Asia and represented the top U.S. regional trade partners, as well as key destinations for U.S. investment. According to Stratfor, business travel to these countries, with the possible exception of Taiwan, is not expected to decline significantly over the next two decades.

However, we also wanted to include countries that were likely to emerge as increasingly important destinations for U.S. business travelers over the next 20 years. Among these top-ranking countries are Singapore, the Philippines, and Malaysia. Finally, it was Sharon's personal fascination with the mysterious Myanmar, formerly known as Burma, which led to our inclusion of that country here.

How This Book Is Structured

This book opens with an overview on culture, which explains why cultural awareness is important to establishing successful relationships, followed by an introduction to our eight-question framework. For all readers who seek an understanding of the United States, in addition to the 10 Asian countries, we have included a chapter on U.S. culture. U.S readers will gain a better self-awareness and understanding of their own culture. Overview of Concepts and Terms, offers an alphabetical collection of key concepts. Please contact Sharon at sharon@sharonschweitzer.com with your suggestions and insights for improving this list.

Each of the 10 country chapters that follow help expand your knowledge through the eight-question framework. Topics in these chapters include

• A brief historical overview

• The names of heroes and sports figures

• An explanation of etiquette and protocol

• Insider tips on socializing

• Fiscal calendars and a list of important holidays

There is also a quiz in each chapter together with a Self-Awareness Profile.

Self-Awareness Profiles

This simple exercise prompts you to self-identify where you currently stand on topics related to the eight-question framework. This visual comparison will help you discover your current mindset and behavior to help develop more robust business relationships in each country. You will find these graphics after the eight-questions section and the cultural summary within each country chapter. We suggest photocopying the graphics or using a pencil within the book so that you can see, over time, how you have adjusted your mindset.

Here is an example, concerning formality within Japanese business:

Example

How formal do the Japanese tend to be in business? (Note: numbers set in bold indicate the prevailing cultural preference.)

If you fall within the range of 5 or 6 on this continuum, you will likely easily adapt to Japanese formalities within business. If you are someone more comfortable with showing emotion in business dealings, expressing strongly held opinions, and acting assertively with others, you may need to consider seeking intercultural training.

Business Is Relationships

Regardless of home country, human beings share a common desire to relate. In their work identifying the universal attributes called strengths, the Gallup Organization found that out of the 34 personal themes described by the StrengthsFinder assessment tool, the top five were common internationally: Achiever, Learner, Relator, Responsibility, and Strategic. The placement of these themes in the top five differed slightly according to whether it is U.S. or international data, but whether we're from Baltimore or Bangalore, San Francisco or Shanghai, achieving, learning, and relating appear to be primary concerns for us all.

Regardless of the industry, then, we are all in the relationship business. Understanding this is even more salient when operating abroad. As Professor Christine Uber Grosse points out: “Personal relationships matter in Asian business, in contrast to their lesser role in U.S. business. As a result, U.S. managers do not always understand the need to establish trust and build business relationships with Asian partners and clients.”4

From Theory to Practice

Prior to the launch of the inaugural Formula One U.S. Grand Prix at Austin's new Circuit of the Americas, Sharon was asked to write a series of articles and to conduct workshops on international protocol and etiquette, to help prepare Austin's business community for welcoming international visitors. While speaking privately with various attendees, Sharon shared the following story to illustrate how intercultural respect and courtesy play a huge role in establishing long-lasting business relationships:

Some years ago, on a tour of American cities, a Chinese delegation visited Austin. On the final night of their stay, after attending well-organized business and government events around the city, the delegates were treated to a banquet featuring Texas BBQ at a real estate broker's private residence. Each delegate received individually-wrapped gifts of memorabilia unique to Texas. The organizers even supplied slippers so everyone could remove their shoes before entering the private residence, if desired. Everything went smoothly and the delegation traveled to the next stop on their national tour. Their next experience was quite different, however. On one occasion the Chinese delegation waited thirty minutes before someone realized they were in the wrong downtown high-rise – they'd ended up next door. The delegates were not as impressed as they had been in Austin. When the Chinese returned home, they invited the Austin real estate host to make presentations and talks in China. These opportunities have subsequently boosted her business internationally.

While Robert Burns wrote in Scottish dialect, fellow Scot Liz has anglicized this quote from one of his poems to make it more understandable: “Oh, would some Power the gift to give us/to see ourselves as others see us!”5

With that in mind, the chapters that follow help you learn about the values held by your Asian clients and partners, but they also encourage you to view U.S. cultural values in a new way. With a willingness to adapt, this material can help you develop strong, long-lasting business relationships for powerful, mutual benefit.

1

David C. Pollock and Ruth E. Van Reken, Third Culture Kids: Growing Up Among Worlds (Boston: Nicholas Brealey Publishing, 2009).

2

“American Business Travel to Asia: A Look at Top-Ranking Countries for U.S. Investment and Related Travel,” Stratfor Global Intelligence, August 24, 2012.

3

Although sovereignty of Hong Kong was passed from the United Kingdom to China in 1997, the rules of transfer stated that the region would remain self-governing until July, 2047. Hong Kong maintains its own legal system, taxation, currency, and business guidelines. Although technically a Special Autonomous Region (SAR) of the People's Republic of China, Hong Kong will be treated as a separate country throughout this book.

4

Christine Uber Grosse, “US-Asian Communication Strategies to Develop Trust in Business Relationships,” Global Business Languages 10, no. 5 (2005), http://docs.lib.purdue.edu/gbl/vol10/iss1/5. (accessed January 10, 2015)

5

“To a Louse,” RobertBurns.org, www.robertburns.org/works/97.shtml (accessed November 21, 2014).