diploma thesis intercultural communication

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Management Summary

The main objective of this handbook of intercultural communication and intercultural

competence for the financial sector is to acquire practical, immediately applicable intercultural

communication skills. The study of this thesis provides the reader with valuable practical

knowledge so as to be able to build and retain better relationships in the financial sector and to

manage the pitfalls and challenges of intercultural communication in a world of increasing

globalization and internationalization of companies which require intercultural competence as a

key dimension of success.

What is more is that the interested reader will benefit from the vocational experience of more

than 55 client advisors and international managers who either have participated in the

representative online-survey, which was carried out via the World Wide Web on

www.eyholzer.ch/survey, or who have been interviewed. The analysis and assessment of their

answers and explanations as well as their recommendations help developing effective ways of

behaviour, sensitivity and attitude towards other cultures in daily business.

The handbook consists of two parts. In the first part, the reader has the possibility to take part in

a discussion about intercultural communication and gain interesting theoretical insight into this

topic. In the second part, if you feel up to the theory of intercultural communication and cross-

cultural competence, you will profit from the practical experience and recommendations of

intercultural managers in the status quo analysis. Furthermore, ideas and training methods on

how to improve your cultural awareness and how to achieve intercultural communication

competence (ICC) are presented in the strategic target concept. Additionally, it provides you

with worthwhile know-how on how to develop and maintain a prosperous and successful

relationship with another culture.

Studying this handbook will serve as a precaution against falling into a pitfall in an intercultural

meeting and will allow you to become an interculturally competent manager.

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Preface and Acknowledgements

During my studies in business and management at the University of Applied Sciences

Lausanne (HEG Haute école de gestion), at the Zurich University of Applied Sciences

Winterthur (ZHW Zürcher Hochschule Winterthur) and at the University of Applied Sciences in

Rotterdam (ERASMUS term), I had the opportunity to not only experience intercultural

communication but especially to improve my intercultural competence and cross-cultural

management skills. This thesis gave me the opportunity to make use of my intercultural

knowledge and to become absorbed in a topic which is becoming more and more important

nowadays.

With the study of this thesis, the reader will glean a valuable knowledge of how intercultural

communication helps building and retaining intercultural relationships. It is intended to scrutinize

how international companies prepare their employees and their task force who are doing

business with other cultures. It suggests ways of enhancing the training of these employees

which shall result in an increase in intercultural communication and cross-cultural competence

and delivers an outlook of this interesting topic.

I would like to express considerable gratitude to the five interview partners Mr. Paul Schneider,

Thomas Gubser and Joanny Dalloz of UBS, Mr. Lars van den Bosch of Credit Suisse and Mr.

Andreas Schiller of Winterthur Insurance for their interesting comments and professional

cooperation. Special thanks to Tessa Meuter for her excellent support and enthusiasm to

compile this thesis.

Winterthur, 17th October 2003

Pascal Eyholzer __________________________

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Summary of Contents

TABLE OF CONTENTS

1 INTRODUCTION ............................................................................................................... 1

2 INTERCULTURAL COMMUNICATION – A THEORETICAL BACKGROUND.................. 3

3 INVESTIGATION AND ANALYSIS OF THREE THESES................................................ 12

4 STATUS QUO ANALYSIS OF INTERCULTURAL COMMUNICATION AWARENESS .. 15

5 STRATEGIC TARGET CONCEPT – HOW TO BECOME AN INTERCULTURALLY

COMPETENT MANAGER ............................................................................................... 41

6 CONCLUSION, DISCUSSION AND OUTLOOK.............................................................. 49

7 CLOSING WORDS.......................................................................................................... 53

8 REFERENCES ................................................................................................................ 54

APPENDIX A: SURVEY 'INTERCULTURAL COMMUNICATION' ......................................... 58

APPENDIX B: INTERVIEWS WITH EXPERTS ...................................................................... 70

APPENDIX C: PROJECT 'VIP ADVISOR' OF WINTERTHUR INSURANCE ......................... 84

APPENDIX D: OTHER CONTACTS WITH EXPERTS ........................................................... 85

APPENDIX E: CONCEPT AND PROCEDURE OF THIS DIPLOMA THESIS......................... 86

APPENDIX F: LETTER OF CONTACT .................................................................................. 88

APPENDIX G: LETTER OF THANKS .................................................................................... 89

DECLARATIONS.................................................................................................................... 90

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Table of Contents

1 INTRODUCTION ............................................................................................................... 1

1.1 Objective and Demarcation...................................................................................... 1

1.2 Concept and Structure of the Thesis ...................................................................... 2

2 INTERCULTURAL COMMUNICATION – A THEORETICAL BACKGROUND.................. 3

2.1 What do they mean – Intercultural Communication and Intercultural

Competence?............................................................................................................ 3

2.2 What is Culture? ....................................................................................................... 5

2.3 Cultural Dimensions................................................................................................. 5

2.3.1 Collectivism versus Individualism............................................................................. 9

2.3.2 Low- versus High-Context Communication .............................................................. 9

2.3.3 Verbal versus Non-Verbal Communication ............................................................ 10

2.3.4 Stereotypes and their Influence on Intercultural Communication............................ 11

3 INVESTIGATION AND ANALYSIS OF THREE THESES................................................ 12

3.1 Thesis 1 ................................................................................................................... 12

3.1.1 Assessment and Discussion .................................................................................. 12

3.2 Thesis 2 ................................................................................................................... 12


3.3 Thesis 3 ................................................................................................................... 13


4 STATUS QUO ANALYSIS OF INTERCULTURAL COMMUNICATION AWARENESS .. 15

4.1 Objective ................................................................................................................. 15

4.2 Demarcations and the Survey's Rate of Return ................................................... 15

4.3 Confrontation of the Theses with Statements from the Interviews and the

Results from the Survey......................................................................................... 16

4.3.1 Is Intercultural Communication a Strategic Important Corporate Value? ................ 16

4.3.2 The Increasing Pressure to succeed and its Influence on Client Advisors.............. 17

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4.3.3 Cultures and their Influence on the Portfolio Risk or on the Success of the Project 19

4.3.4 Cultural Differences and their Chances and Threats.............................................. 20

4.3.5 Obstacles in Connection with Intercultural Communication in the Financial Sector 24

4.3.5.1 The 'Language-Barrier'....................................................................................... 24

4.3.5.2 Stereotyping – Just a Matter of Overgeneralization?.......................................... 24

4.3.5.3 Other Problems Mentioned in the Interviews and in the Survey ......................... 25

4.3.6 Skills and Abilities Necessary to be Successful in Conducting an Intercultural

Business Meeting .................................................................................................. 26

4.3.7 Evaluation of Different Statements Concerning Intercultural Communication......... 29

4.3.8 Critical Analysis of the Intercultural Education and Preparation Methods in the

Financial Sector ..................................................................................................... 31

4.3.8.1 Experience of Client Advisors/Project Managers in Intercultural Communication31

4.3.8.2 Language Training ............................................................................................. 32

4.3.8.3 Preparation Methods for an Intercultural Business Contact................................ 34

4.3.8.4 Education and Evaluation Methods Concerning Intercultural Communication .... 35

4.3.9 Globalization and Intercultural Communication ...................................................... 36

4.3.10 Statements Concerning Intercultural Communication ............................................ 37

4.3.11 Personal Information of the Participants ................................................................ 38

4.3.12 Interest in the Results of the Survey ...................................................................... 39

4.4 Final Scrutiny and Critical View of the Theses and the Status Quo Analysis .... 40

5 STRATEGIC TARGET CONCEPT – HOW TO BECOME AN INTERCULTURALLY

COMPETENT MANAGER ............................................................................................... 41

5.1 Globalization and its Influence on Intercultural Communication........................ 41

5.2 Diversity Management – a Strategic Competitive Advantage.............................. 41

5.3 A Strategic Intercultural Concept .......................................................................... 42

5.3.1 Recruitment of Interculturally Competent Managers .............................................. 43

5.3.2 Intercultural Training Methods and Learning Styles ............................................... 43

5.3.3 Focussing on Intercultural Communication Competence (ICC) .............................. 44

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5.3.4 A Knowledge Management Approach.................................................................... 44

5.3.5 Prerequisites for an Effective Intercultural Communicator...................................... 46

5.3.6 Key Factors for the Retention of Intercultural Clients ............................................. 46

5.3.7 Intercultural Relationship Management – a Key to a Long-standing Relationship .. 47

5.3.8 The Way of Understanding States of Mind............................................................. 48

6 CONCLUSION, DISCUSSION AND OUTLOOK.............................................................. 49

6.1 Conclusion and Discussion................................................................................... 49

6.1.1 'Think global, act local' ........................................................................................... 49

6.1.2 Intercultural Communication Competence in the Financial Sector ......................... 49

6.2 Outlook.................................................................................................................... 51

6.2.1 Trends and Significance of Intercultural Communication in the Financial Sector.... 51

7 CLOSING WORDS.......................................................................................................... 53

8 REFERENCES ................................................................................................................ 54

8.1 Books and Working Papers ................................................................................... 54

8.2 Articles .................................................................................................................... 55

8.3 Internet .................................................................................................................... 57

8.4 CD-Rom................................................................................................................... 57

8.5 Movie ....................................................................................................................... 57

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APPENDIX A: SURVEY 'INTERCULTURAL COMMUNICATION' ......................................... 58

Survey for Human Resources Manager............................................................................ 59

Survey for Client Advisors ................................................................................................ 62

Survey for Project Manager............................................................................................... 66

APPENDIX B: INTERVIEWS WITH EXPERTS ...................................................................... 70

Interview with a Project Manager ...................................................................................... 70

Interview with two Human Resources Managers............................................................. 73

Telephone Interview with a Human Resources Manager ................................................ 78

Interview with a Client Advisor.......................................................................................... 81

APPENDIX C: PROJECT 'VIP ADVISOR' OF WINTERTHUR INSURANCE ......................... 84

APPENDIX D: OTHER CONTACTS WITH EXPERTS ........................................................... 85

Contact with Experts (Interview)....................................................................................... 85

Contact with Experts (via E-mail or Phone)...................................................................... 85

APPENDIX E: CONCEPT AND PROCEDURE OF THIS DIPLOMA THESIS......................... 86

Procedure ........................................................................................................................... 86

Methods of Enquiry............................................................................................................ 86

Availability and Use of Sources ........................................................................................ 87

Time Scheduling ................................................................................................................ 87

APPENDIX F: LETTER OF CONTACT .................................................................................. 88

E-mail (Letter of Contact)................................................................................................... 88

APPENDIX G: LETTER OF THANKS .................................................................................... 89

Letter of Thanks (Survey) .................................................................................................. 89

DECLARATIONS.................................................................................................................... 90

Declaration of Originality................................................................................................... 90

Declaration of Distribution ................................................................................................ 91

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Index of Figures

Figure 1: Concept and structure of the thesis .........................................................................................................2

Figure 2: An organizing model for studying intercultural communication ...........................................................3

Figure 3: The cultural dimensions ............................................................................................................................6

Figure 4: Overview power distance versus uncertainty avoidance .......................................................................7

Figure 5: Intercultural communication – an important corporate value ..............................................................16

Figure 6: Assigned customers of client advisors and assigned intercultural projects of project managers ..18

Figure 7: Annual client or project contacts............................................................................................................19

Figure 8: The influence of the culture on the portfolio risk and on the success of the project.........................20

Figure 9: The influence of the culture on the duration of the customer relationship and the project ..............21

Figure 10: Stereotypes influence intercultural customer relation........................................................................25

Figure 11: Problems in intercultural business meetings according to human resources managers ...............26

Figure 12: Rating of skills necessary to be successful in conducting an intercultural business meeting ......28

Figure 13: Evaluation of different statements concerning intercultural communication...................................30

Figure 14: Intercultural experience before advising the first client or leading the first project ........................31

Figure 15: Experience in intercultural communication .........................................................................................32

Figure 16: Willingness for permanent education...................................................................................................33

Figure 17: Preparation methods for an intercultural business contact...............................................................34

Figure 18: Education methods concerning intercultural communication...........................................................35

Figure 19: Evaluation methods concerning intercultural communication ..........................................................36

Figure 20: Personal information of the participants..............................................................................................39

Figure 21: Interest in the results of the survey......................................................................................................39

Figure 22: Strategic intercultural concept..............................................................................................................42

Figure 23: Learning styles .......................................................................................................................................43

Figure 24: Effective intercultural communication .................................................................................................46

Figure 25: Key factors for the retention of intercultural clients ...........................................................................47

Figure 26: Factors that affect intercultural relationship........................................................................................48

Figure 27: Time scheduling .....................................................................................................................................87

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Index of Tables

Table 1: Rate of return of the surveys 'Intercultural Communication' .................................................................16

Table 2: Named cultures in the survey by client advisors and project managers..............................................19

Table 3: Statements concerning cultural differences............................................................................................23

Table 4: Education intentions of intercultural managers......................................................................................32

Table 5: Chosen or intended language education by the survey's participants.................................................33

Table 6: Globalization and intercultural communication ......................................................................................37

Table 7: Statements concerning intercultural communication.............................................................................38

Table 8: The shift in the strategic attitudes of managers in the financial sector................................................51

"Choosing not to see cultural diversity limits our ability to

manage it – that is, to minimize the problems cultural diversity

causes while maximizing the advantages it allows."

Adler, Nancy J. (1997) cited from 'Fit für fremde Kulturen' (2002).

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1 Introduction

In recent years, the increasing globalization, the rapid development in information technology

(Internet, e-business, mobile, etc.) and the growing complexity and competitiveness in

international business have led to an increase in the demand of task forces who are able to

communicate with other cultures.1

The main goal of this diploma thesis is to assess and analyse the importance of professional

and intercultural communication in the financial sector and the consequences on the financial

advisory services and the project management and to provide client advisors and project

managers, who are dealing with other cultures, with a practical handbook of intercultural

communication and intercultural competence.

Another aim of this thesis is the elaboration of a strategic target concept which suggests ways

of enhancing the intercultural communication competence and is based on the status quo

analysis. The three theses and their confrontation with the results from the survey and the

comments from the interviews resulted in a revealing status quo analysis. The full comments of

the interviewed managers can be found in appendix B.

Moreover, chapter 8 provides you with an extensive source of up-to-date references with

handbooks, working papers, articles, CD-ROMs and a movie reference. The procedure, the

methods of enquiry and the time scheduling of this diploma thesis are described in appendix E.

Last but not least, you can find a review of this diploma thesis and the author's statement in the

management summary respectively in the conclusion. In the outlook, some interesting thoughts

about trends and the development of intercultural communication in the future are presented.

To simplify matters, all gender-specific denominations always mean both genders, unless a

person's gender is known.

1.1 Objective and Demarcation

This thesis is focussing on employees in the financial sector in Switzerland who do business

with cultures from other countries. Furthermore, the evaluation of the surveys and interviews

concentrates on participants of the two biggest banks of Switzerland, UBS and CS, and of

Winterthur Insurance.

The main objective of the thesis is to provide client advisors and project managers who are

dealing with other cultures with a practical handbook of intercultural communication. The

evaluation and recommendations are based on extensive research and the vocational

experience of client advisors, project managers and human resources manager.

1 cf. Baumer, Thomas (2002), pages 14-15.

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1.2 Concept and Structure of the Thesis

Figure 1: Concept and structure of the thesis

Source: Graph by author, Eyholzer, Pascal.

Chapter 1:

Introduction

�� A Practical Handbook

for the Financial Sector

Chapter 2:

Intercultural Communication – A Theoretical Background

Chapter 3:

Investigation and Analysis of three Theses

Chapter 4:

Status quo Analysis of Intercultural Communication Awareness

Chapter 5:

Strategic Target Concept – How to become an Interculturally Competent Manager

Chapter 6:

Conclusion, Discussion and Outlook

Chapter 7:

Closing Words

"Although the challenges of an increasingly diverse world are

great, the benefits are even greater. Communicating and

establishing relationships with people from different cultures

can lead to a host of benefits […]"

Neuliep, James W.

cited from 'Intercultural Communication – A Contextual Approach' (2003).

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2 Intercultural Communication – A Theoretical Background

2.1 What do they mean – Intercultural Communication and Intercultural

Competence?

The interaction with people from another culture not only does it require a strongly developed

openness and sensibility towards the communication partner but especially professional and

intercultural competence. All of them are indispensable requirements to be successful with

clients from other cultures in the financial sector.

Before defining these two terms, the following organizing model for studying communication

with strangers shall ensure a better comprehension:

Figure 2: An organizing model for studying intercultural communication

Source: Graph by author. Adapted from Hinner, Michael B.; Rülke, Tessa (2002), pages 8-9. And Blom, Herman;

Meier, Harald (2002), pages 73-77. And Kotler, Philip (2000), pages 550-552. And Gudykunst, William B.;

Kim, Young, Yun (1992), page xvii.

Communication generally involves at least two individuals; for instance, person A is the speaker

while person B is the listener and both are surrounded by a dashed box representing the

environmental influences in which the communication takes place. What is more is that the two

persons not only are they influenced by the environment but also by cultural, socio-cultural and

D

E Psychocultural

Sociocultural

Cultural

D

E Psychocultural

Sociocultural

Cultural

Environmental influences

Environmental influences

Person A Sender / Speaker

Person B Receiver / Listener

E = Encoding of the message D = Decoding of the symbols

Message/Feedback

Message/Feedback

Influences

Influences

Influences

Influences

Influences

Influences

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psycho-cultural influences represented by the dashed circles which indicate that the elements

affect, and are affected by, the other elements. The two message/feedback lines indicate that

anytime we communicate, we are simultaneously engaged in encoding and decoding messages

with the help of verbal and non-verbal symbols. It is important to consider using the appropriate

symbols for encoding the message when communicating with a person from another culture so

that the receiver of the encoded message can decode the received message. Therefore, the

cultural, socio-cultural, psycho-cultural and environmental influences on communication play an

important role which symbols we choose for our encoding and decoding messages.2

Therefore we can define intercultural competence and intercultural communication as follows:

Intercultural Communication

The best way to understand intercultural communication is to focus on the verbal and

non-verbal decoding process of symbolic information of the receiver who has to take into

account and understand factors such as values, attitudes, beliefs and behaviours from

the communication partner. In a financial business environment, the aim is to ensure that

the customer (receiver) with a different cultural background and different values confides

in the sender (the client advisor or project manager) so that the financial expectations of

the latter are accomplished successfully.3

Intercultural Competence

Intercultural competence is the ability to adapt the verbal and non-verbal messages to

the appropriate cultural context as well as to encode and decode messages in a

financial consulting conversation with the appropriate use and adaptation of symbols in

an effective way so as to be able to negotiate in the corresponding situation in a

sustained manner with the customer.4

According to comments in the media and remarks from the interviews, the training and

development of intercultural competence and intercultural communication, often contemptuously

called 'soft' skills or intangible skills, are both often considered to be of secondary importance.5

Even Mr. Schneider, Head Human Resources in UBS Wealth Management International,

2 cf. Gudykunst, William B.; Kim, Young, Yun (1992), page xvi. 3 Definition composed by author. Adapted from Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 25. And

Gudykunst, William B.; Mody, Bella (2002), page 277. And Beamer, Linda (1992), page 285. And Gudykunst, William B.; Kim,

Young, Yun (1988), pages 100-102. 4 Definition composed by author. Adapted from Gibson, Rob; Tauber, Teresia; Münster, Mario (2003), page 13. And Bennett,

Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 365. And Varner, Iris I. (2000), page 39. And Birzele, Josef

(2000), page 78. And Gudykunst, William B.; Kim, Young, Yun (1988), pages 108-112. 5 cf. Schuster, Leo (1996), page 13. And Gibson, Robert; Tauber, Teresia; Münster, Mario (2003), page 12. And Bennett, Martin

F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 72. And interview with Schneider, Paul (25.9.2003). And Kleinberger,

Günther, Ulla (2002), page 83.

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considers intercultural competence a second-rate value.6 Nevertheless, this underestimation of

the development of intercultural competence of the employees is a momentous fault in the vast

majority of companies which can be verified by different examinations: According to a Harvard

University study, "More than 80% of the respondents confirmed that the inability to adapt to

foreign cultures was the main reason for the failure abroad."7 In addition, an article in the Neue

Zürcher Zeitung points out that "Firmen, die ihre Auslandmitarbeiter kulturell nicht schulen,

weisen durchschnittlich eine 25-prozentige Fehlerrate auf."8

Therefore, it might be advisable for all international companies to take immediate measures to

rectify the intercultural communication skills and cross-cultural competence of their employees

because for those companies, these so-called 'soft' skills are not negligible.

2.2 What is Culture?

Apparently, a wide variety of different definitions of culture exists and there is no unanimous

agreement among social scientists on how to define culture. For our analysis, we define culture

in a simplified manner as follows:9

Culture is a collective system of shared knowledge acquired by man which consists of a

way of thinking, feeling, and believing as a product of behaviour in different social groups

and systems such as a bank or an insurance, for instance and which shows ways of

solving problems and reconciling dilemmas in order to building and retaining better

customer relationships and helps to structure the advisory service.

For example, if a client advisor from Switzerland discusses the benefits of investing in options,

shares and bonds with a customer from another culture, he will be more successful if both

understand each other's culture. It is not sufficient to communicate the benefits and drawbacks

of financial investments. In addition, the financial expert has to find out the tolerance for

financial risk and the preference of bonds or the more risky shares and options in the

corresponding country by learning as much as possible about the other culture beforehand. A

first step in this intercultural learning process is to understand the cultural dimensions.

2.3 Cultural Dimensions

Obviously, there are several different views and variables of how cultures differ. In this paper,

we will focus on those which are considered to be the most useful in understanding similarities

6 cf. interview with Schneider, Paul (25.9.2003). 7 International 'Harvard University' study cited by Schuster, Leo (1996), page 20. 8 cf. Stadler, Peter (1995), page 95. 9 Definition composed by author. Adapted from Redding, Gordon; Stening, Bruce W. (2003), pages 76-78. And Holden, Nigel J.

(2002), pages 21-25. And Trompenaars, Fons; Hampden-Turner, Charles (1997), pages 2-8. And Gudykunst, William B.; Kim,

Young, Yun (1992), pages 69-71. And Hall, Edward T. (1981), page 85.

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and differences in communication across cultures within the financial sector: On the one hand,

we will have a look at the differences between individualistic and collectivistic as well as at the

distinction between low- and high-context communication cultures. On the other hand, we will

define verbal versus non-verbal communication and scrutinize the significance and influence of

stereotypes and prejudices. They will be discussed in more depth in the following paragraphs.

But beforehand, we should bear the following graph in mind:

Figure 3: The cultural dimensions

Source: Graph by author. Adapted from Gudykunst, William B.; Kim, Young, Yun (1992), pages 71-82 and pages 89-

109. And Trompenaars, Fons; Hampden-Turner, Charles (1997), pages 20-28 and pages 50-68. And

Hollensen, Svend, (2001), pages 172-175.

As we can see from the graph above, intercultural communication consists of different cultural

dimensions:

Large versus Small Power Distance

"Power distance is the extent to which the members of a society accept that power in

institutions and organizations is distributed unequally. […] People in large power

distance societies accept a hierarchical order in which everybody has a place which

needs no further justification. People in small power distance societies strive for power

equalization and demand justification for power inequalities."10 To say it in a few words,

low power distances can be found in more economically developed countries, whereas

the higher power distances are found in less developed countries where power is

concentrated among a few people at the top who make all the decisions.

10 Gudykunst, William B.; Kim, Young, Yun (1992), page 91.

2.3.1

Individualism vs. Collectivism

Cultural

Dimensions

2.3.4

Stereotypes and Prejudices

Large vs. Small Power Distance

Strong vs. Weak Uncertainty

Masculinity vs. Femininity

Time Dimension

2.3.2

Low- vs. High-Context Communication

2.3.3

Verbal vs. Non-Verbal Communication

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Strong versus Weak Uncertainty Avoidance

"Uncertainty avoidance is the degree to which the members of a society feel

uncomfortable with uncertainty and ambiguity."11 This dimension is important in the

financial sector because high uncertainty avoidance is associated with risk aversion and

anxiety toward market risks such as inflation, interest rates, economic growth, etc. and

intolerance towards other persons or ideas. Compared to low uncertainty avoidance

which is characterized by more risk-taking people who have a higher tolerance of

ambiguity, maintain a more relaxed atmosphere and are more responsive in coping with

risk and future changes.12

Figure 4: Overview power distance versus uncertainty avoidance

Source: Graph by author. Adapted from the survey 'Intercultural Communication' (2003). And Neuliep, James W.

(2003), pages 68-69 and page 73. And Redding, Gordon; Stening, Bruce W. (2003), page 86.

11 dito, page 91. 12 cf. Hollensen, Svend (2001), page 173.

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�AUS

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A conclusion from the previous graph is that the vast majority of countries in the top

right-hand corner are Mediterranean or Latin countries which are characterized by a high

power distance dimension and simultaneously strong uncertainty avoidance. Compared

to the countries on the left side in the graph, which are located at high latitudes by the

majority, characterized by low power distance and either by weak or average uncertainty

avoidance. Therefore, a primary determiner of these cultural dimensions is the latitude of

a country. Another important fact is that cultures differ on how status is acquired, for

instance, many Asian countries are characterized by a high power distance and in

countries such as India, in which the status of each person is determined by class or

caste.13

Masculinity versus Femininity

"Masculinity stands for a preference in society for achievement, heroism, assertiveness,

and material success. Its opposite, femininity, stands for a preference for relationships,

modesty, caring for the weak, and the quality of life."14 Cultures in which masculinity

dominates and which emphasize monetary incentives are for example Austria, Italy,

Great Britain, Ireland and Japan, while feminine cultures such as Sweden, Netherlands,

Denmark and Norway emphasize the above mentioned preferences.15

Time Dimension

This dimension is defined as the way members in an organization show a pragmatic

future-oriented perspective rather than a conventional history or short-term point of view.

The long-term orientation is characterized by persistence, ordering relationship by status

and considering time commitments an objective to be achieved if possible, whereas the

short-term orientation includes personal steadiness and stability and seriousness

towards punctuality and time commitments.16 In contrast to most South-East Asian

markets, such as China, Hong Kong and Taiwan which have a long-term view, the USA

and many European countries like Germany, Scandinavia, Austria, the United Kingdom

and Switzerland are short-term oriented and perceive time as 'money' and use it

efficiently.17

13 cf. Porter, Richard E.; Samovar, Larry A. (2000), page 265. 14 Gudykunst, William B.; Kim, Young, Yun (1992), page 92. 15 cf. Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 56. 16 cf. Hollensen, Svend (2001), pages 174-175. And Martin, Judith N.; Nakayama, Thomas K.; Flores, Lisa A. (2002), pages 169-

171. And Herbrand, Frank (2002), page 24. 17 cf. Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 57. And Hollensen, Svend (2001), page 175.

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2.3.1 Collectivism versus Individualism

Probably one of the most studied cultural dimensions is collectivism/individualism. According to

Harry Triandis, a psychologist at the University of Illinois, collectivism can be defined as a

cultural dimension in which the group is the primary unit of culture and group goals have priority

and relationships are emphasized, even when they are disadvantageous. On the other side, in

individualistic cultures the individual is unique and individual goals take precedence over group

goals. The emphasis is on rational analysis of the advantages and disadvantages of maintaining

a relationship as well as on creativity, financial independence and competitiveness.18

Due to the increasing globalization, affluent clients become more demanding and projects get

more sophisticated. As a result, more and more cultures tend to be individualistic; therefore, you

have to be aware of the fact that collectivism is no longer possible in modernized societies. On

the contrary, you are compelled to emphasize and underpin the benefits of the products or

services for the intercultural client or project partner.

As one can imagine, the United States is the most individualistic culture, followed by Australia

and Canada.19 According to Geert Hofstede, Great Britain, Netherlands, Italy, Belgium,

Denmark, Sweden, France, Ireland, Norway, Switzerland, Germany and Finland are the most

individual countries in Europe.20 Whereas Taiwan, Thailand, Singapore, Hong Kong and all

Asian or South American cultures are said to be the most collectivistic cultures.21

2.3.2 Low- versus High-Context Communication

"The high/low context communication remains one off the most frequently used concepts when

analysing, for example, face-to-face communication."22 Hence, we have to scrutinize this

dimension when talking about intercultural business meetings in the financial sector. In a high-

context concept, messages are gleaned from the physical, social and psychological

environment.23 It consists of a restricted symbol system because the 'high-context persons' are

more sensitive to the social role of others and therefore, they understand each other with a few

words, whereas in a low-context communication meanings are encoded in the verbal and

explicit code.24 The 'low-context persons' are dependent upon words to convey meaning and

may become uncomfortable with silence because they are expecting individual pride and self-

18 Definition by author. Adapted from Neuliep, James W. (2003), pages 38-45. And Chang, Lieh-Ching (2003), page 568. And

Dahl, Stephan: http://www.intercultural-network.de/einfuehrung/individualismus.html (15.9.2003). And Triandis, Harry C. (1995),

pages 43-80. 19 cf. Porter, Richard E.; Samovar, Larry A. (2000), page 262. 20 cf. Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 44. 21 cf. Porter, Richard E.; Samovar, Larry A. (2000), page 262. 22 Dahl, Stephan: http://stephan.dahl.at/intercultural/conclusion.html (15.9.2003). 23 Definition by author. Adapted from Neuliep, James W. (2003), pages 48-52. And Porter, Richard E.; Samovar, Larry A. (2000),

page 390. And Gudykunst, William B.; Kim, Young, Yun (1992), pages 82-87. And Hall, Edward T. (1981), pages 91-129. 24 dito.

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esteem, individual emotions and individual sense of autonomy and power.25 Though numerous

exceptions are prevailing (e.g. Italy and Spain), many low-context cultures are individualistic,

including Switzerland, Germany, Scandinavia, France, Great Britain and the United States.26

As a consequence of these definitions, you have to be aware that in a high-context

communicative exchange, silence represents mutual understanding and the sender is expected

to be extremely polite and discreet and to speak in a pleasant and quiet tone of voice, whereas

in a low-context communication, silence is uncomfortable or often perceived as negatively and

preference is given to people who say what they think and value punctuality high in priority.27

2.3.3 Verbal versus Non-Verbal Communication

When we talk about language as a cultural dimension in intercultural communication, you have

to understand the distinction between verbal and non-verbal language communication:

Verbal Communication

From the previous paragraph we know that the degree of intensity in speaking varies

from culture to culture and different styles of discussion exist. "Verbal communication

represents the literal content of a message."28 For example, it is not polite in an Anglo-

Saxon culture to interrupt the speaking person, whereas Latin countries are known that

the speaker will be frequently interrupted to show how interested the other person is.29

Another aspect is the degree of directness: High-context cultures such as Japan prefer

less direct communication depending on the relationship compared to low-context

cultures such as Switzerland which rely much more on specific and explicit

communication.30

Non-Verbal Communication

"Research has shown that at least 75% of all communication is non-verbal."31 Non-

verbal communication includes aspects such as eye contact, proximity, touching, body

movement, etc. and can be defined as "[…] the style or 'how' the message is to be

interpreted."32 For instance, sustained eye contact may be seen as hostility,

attentiveness or insolence depending on the culture and the distance between the

discussion partners is another important aspect of non-verbal communication.33

25 dito. 26 cf. Hollensen, Svend (2001), page 163. 27 cf. Neuliep, James W. (2003), page 52. And Trompenaars, Fons; Hampden-Turner, Charles (1997), pages 74-76. 28 Neuliep, James W. (2003), page 236. 29 cf. Trompenaars, Fons; Hampden-Turner, Charles (1997), page 74. 30 cf. Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 148. 31 Trompenaars, Fons; Hampden-Turner, Charles (1997), page 76. 32 Neuliep, James W. (2003), page 236. 33 cf. Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 149.

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2.3.4 Stereotypes and their Influence on Intercultural Communication

Before talking about stereotypes, we have to understand the strategy of categorization: "In order

to manage the enormous quantities of information, humans tend to engage in strategies of

mental economy. […] Categorization is classifying, sorting or arranging information into

identifiable compartments that share certain features or characteristics."34 By constructing

categories, the so-called stereotypes emerge as a basis of prejudices towards the other culture.

Gudykunst and Kim define a stereotype as a cognitive structure containing the receiver's

knowledge and beliefs about a social group and the expectations about the behaviour of its

members and their psycho-cultural influence on the communication process.35

Therefore, we can conclude that stereotypes play an important role in the encoding process in

the intercultural communication model because "Stereotypes can be obstacles to intercultural

communication competence."36 To make sure that your client or project partner (receiver)

interprets your information and advices accurately, your message should be consistent with the

stereotype's expectancies. This claim means that it is essential for the client advisor or project

manager to remove or suspend his prejudices towards the other culture while communicating

with the stranger in a business meeting so as to be understood and more likely remembered.

"Negative stereotypes blind us to other aspects of a person's character or behaviour […]. For a

better intercultural understanding, one must strive to be free from negative stereotyping of other

cultures […] by recognizing and respecting both similarities in and differences between two or

more cultures."37

The above mentioned explanations and examples shall contribute to a better understanding of

these complex cultural dimensions and sensitize with regard to your cultural awareness.

34 Neuliep, James W. (2003), page 154. 35 cf. Gudykunst, William B.; Kim, Young, Yun (1992), page 133 and 135. 36 Beamer, Linda (1992), page 294. 37 Bohnet-Joschko, Sabine; Schiereck, Dirk (2002), page 148.

In today's globalized economy, there is a lack of interculturally competent client advisors and

project managers and therefore using more sophisticated strategies and methods in education

and preparation of the client advisors / work force in order to increase the intercultural

communication and cross-cultural competence becomes more and more important.

Thesis 1

The cultural awareness and willingness of the employees to continuously learn how to deal with

other culture and to permanently improve their language, knowledge and intercultural skills are

corporate values of significant importance in the financial sector.

Thesis 2

Intercultural communication and intercultural competence do not only depend on the knowledge

about the other cultures and the prejudices or stereotypes the client advisor or project manager

has towards this culture but especially on his ability to establish an intense and longstanding

relationship with the international client.

Thesis 3

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3 Investigation and Analysis of three Theses

The following three theses shall invite the reader to take part in an intensified debate about

intercultural communication and cross-cultural competence in the financial sector by confronting

the following theses as well as your own personal view on this topic with the statements and

results from the interviews and the surveys 'Intercultural Communication' (cf. appendix A).

3.1 Thesis 1

In today's globalized economy, there is a lack of interculturally competent client advisors and

project managers and therefore using more sophisticated strategies and methods in education

and preparation of the client advisors / work force in order to increase the intercultural

communication and cross-cultural competence becomes more and more important.

3.1.1 Assessment and Discussion

The growing globalization results in a growing need for managers with intercultural skills. In this

fast-changing and competitive globalized economy, the client advisors and project managers,

who are doing business on an intercultural basis, are supposed to be well prepared and trained

for intercultural communication and cross-cultural competence so as to be able to succeed in

advising another culture or realizing a project in financial matters.

Nonetheless, it might well be expected that the majority of the respondents are not sufficiently

prepared or experienced in communicating and doing business in an international setting with

other cultures. As cultural awareness is said to be a serious management skill in a globalized

world, the necessity of either tightening the methods in the recruitment process of interculturally

competent and experienced client advisors and project manager, or training the workforce with

more sophisticated methods in order to increase the intercultural communication competence

becomes more and more important. Even if both of these measures are associated with costs, it

might be of strategic importance to intensify one or both of them.

3.2 Thesis 2

The cultural awareness and willingness of the employees to continuously learn how to deal with

other cultures and to permanently improve their language, knowledge and intercultural skills are

corporate values of significant importance in the financial sector.

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Another implication of the rapid globalization is that the global players are becoming a

multicultural system. Hence, it is likely that the responsibility and ongoing willingness of the

client advisor and the international project manager to learn and understand cultural differences

are of strategic importance. Even if Marcel Ospel, Chairman of UBS, points out that it is

essential to provide a work environment which helps the employee to develop in order to

increase the loyalty within the company38, it should be taken into consideration that due to the

increasing internationalization and expansion strategies, this loyal working environment will

permanently be penetrated by new cultures in form of either new clients or new employees,

which will lead to conflicts if we do not know how to communicate and deal with other cultures in

the business context.

What is more is that financial incentives or increasing performance pressure in international

companies will not be the appropriate measures in order to increase the productivity and loyalty

of their employees. On the contrary, the client advisor or project manager who is overwhelmed

with customers respectively involved in too many projects will be discouraged which will

automatically lead to conflicts and stress.

Therefore, even if the 'performance thinking', the bank- or project-specific know-how and the

professional competence are certainly going to prevail in the next few decades, intercultural

communication skills and intercultural competence should be considered strategic corporate

values of significant importance in the financial sector and in other sectors.

3.3 Thesis 3

Intercultural communication and intercultural competence do not only depend on the knowledge

about the other culture and the prejudices or stereotypes the client advisor or project manager

has towards this culture but especially on his ability to establish an intense and longstanding

relationship with the international client.


Developing basic categories of certain selected characteristics that distinguish a particular

culture and its members is essential in an intercultural and complex environment. Even though

this categorization often results in the emergence of stereotypes or intolerance towards the

other culture, it is essential to better understand the other culture and its attributes. You have to

know how to deal with these negative influences such as stereotypes, prejudices and

intolerance.

38 Ospel, Marcel (2000), page 103.

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What is important nowadays in the financial sector is to intensify and retaining existing

relationships with customers or project partners. Because of the increasing volatility and

competitiveness all over the world, you are more likely to attract new money when profiting from

the networking and positive mouth-to-mouth propaganda of your existing customers or project

partners.

"Intercultural communication cannot be learned, but has to be

experienced."

Schneider, Paul cited from the interview (25.9.2003).

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4 Status Quo Analysis of Intercultural Communication Awareness

4.1 Objective

One of the best ways to provide immediately applicable information and recommendations

concerning intercultural communication available to client advisors and project managers in the

financial sector is to consult and question experienced professionals in this field. For that

reason, the status quo analysis consists of a representative, high-quality online survey and

several interviews with five experts in the financial sector.

4.2 Demarcations and the Survey's Rate of Return

The four interviews are composed of five interview partners from CS, UBS and Winterthur

Insurance. Their functions and positions are mentioned in appendix D.

The bilingual survey with three different functions was carried out on a large scale at the UBS

and in a relatively small proportion at the CS and at the Winterthur Insurance, which resulted in

the random sample of a total of 127 addressees. As you can see from the following table, the

survey is primarily focussing on client advisors with a total of 112 compared to 8 addressed

project managers and 7 human resources managers. Even though most of the participants have

a long-standing experience in doing business with other cultures (cf. figure 15), it has to be

mentioned that the majority of them have their origin in Switzerland. The sample covers all

previously mentioned cultural dimensions with slightly more individualistic and low-context

cultures because the majority of respondents were financial managers advising off-shore clients

in Europe and the United States. But a remarkable number of replies reveal interesting

information on some typical collectivistic and high-context cultures from Asia and Latin America.

Due to complexity reasons and in order to not lose the overall view, the enormous amount of

qualitative information and detailed statements from respondents in the survey as well as the

fact that the answers from the three different functions cannot be analysed each separately, the

graphs and statements have been partially summarized for the status quo analysis. Therefore, it

is important to bear the number of addressees of the three different functions (cf. table 1) in

mind so as not to be confused when analysing the mentioned graphs.

The outstanding rate of return of 41.7% is apparently an indication for the relevance of

intercultural communication and the extent of the challenge because of the rapid globalization

these global players are confronted with.

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41

0

500

3345

0 5 10 15 20 25 30 35

Yes

No

Don't know

Intercultural Communication - An Important Corporate Value

Client advisor Project manager Human resources manager

Online-survey UBS CS Winterthur Insurance

Total of addressees

Answers Rate of return

Human resources managers 2 5 0 7 5 71.4%

Client advisors 100 8 4 112 43 38.4%

Project managers 0 2 6 8 5 62.5%

Surveys total: 102 15 10 127 53 41.7%

Table 1: Rate of return of the surveys 'Intercultural Communication'

Source: Calculation by author. According to the returned surveys 'Intercultural Communication'.

4.3 Confrontation of the Theses with Statements from the Interviews and the

Results from the Survey

4.3.1 Is Intercultural Communication a Strategic Important Corporate Value?

In chapter 3, this question has been briefly introduced and discussed. By now looking at the

results of the survey and the comments of the interviewees, it appears that thesis two proves

true owing to the fact that the vast majority of respondents consider intercultural communication

an important corporate value:

Figure 5: Intercultural communication – an important corporate value

Source: Survey 'Intercultural Communication'.

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With regard to the financial sector, due to the clear result in the survey concerning the above

mentioned question and the following statement: "Intercultural communication is certainly an

important corporate value in the financial sector but not the most important one."39, it turns out

that corporate cultures in global banks and insurance companies are influenced by the

respective local culture. The intensified study and training of intercultural communication has

begun in Europe a few years ago and can be regarded as relatively new, whereas in the United

States intercultural communication has been the object of extensive research and analysis for

more than 40 years.40 In order to provide the opportunity of establishing strategic success

positions and maintaining 'Swiss Banking' an excellent product in a more globalized world, more

attention must be paid to the recruitment of interculturally competent advisors and managers,

the management training and the transformation of intercultural knowledge in multicultural

companies. For that purpose, a strategic target concept is proposed by the author in chapter 5.

4.3.2 The Increasing Pressure to succeed and its Influence on Client Advisors

The interviewed human resources managers pointed out that due to the increasing

globalization, the strategies of the banks are focussing on gaining shares of the market in order

to acquire new clients and new money internationally.41 As the graphs below indicate, it appears

that many client advisors are supposed to be rushed off their feet by looking not only at the

number of assigned clients but especially at the disproportionately high annual involvement in

business meetings (physically or by phone) with the corresponding culture compared to the

project managers. Therefore, it is likely that many client advisors will not have enough time to

advise their intercultural, affluent clients more actively and to cultivate and intensify the

relationship with them. As a consequence of that, it might be difficult for them to correspond to

thesis three, which emphasizes the importance of establishing an intense relationship with the

client. In addition, it is interesting to know that among these 13 client advisors shown in figure 6

on the left-hand side with more than 200 assigned clients, a considerable number are client

advisors younger than 30 years old, whereas the two project managers with more than 100

business meetings in connection with projects are older than 30 (both between 30 and 45 years

old).

39 Schneider, Paul cited from the interview (25.9.2003). 40 cf. article in 'Wirtschaft & Weiterbildung' (2000), page 14. 41 cf. interviews with Schneider, Paul and Gubser, Thomas (25.9.2003) and with Van den Bosch, Lars (1.10.2003).

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Figure 6: Assigned customers of client advisors and assigned intercultural projects of project managers


Nevertheless, according to Mr. Schneider, "The client advisor nowadays has to be a 'hunter'

which means that he has to fight for new money."42 Furthermore, he emphasizes that the

expectations of the clients are increasing and simultaneously the pressure of the intercultural

financial managers due to the globalization is rising as well: "If the client advisor is not able to

take on this 'hunter-mentality' in order to permanently acquire new money by actively contacting

the client, he will not be a successful client advisor."43 But by taking the mentioned high figures

of assigned clients into consideration, it appears to be a difficult venture of becoming a so-called

'hunter'. In addition, even though the number of annual intercultural business contacts of client

advisors or project managers is difficult to evaluate, it is important that the human resources

manager is aware of these figures in order to ensure an appropriate number of customers per

client advisor. The survey reveals in figure 7 that this condition is just partially the case in the

financial sector. The majority of human resources managers expect the client advisors or

project managers to get 10 to 50 times in contact with intercultural clients on an annual basis

whereas more than 85% of them admit to have much more than 50 client contacts a year which

seams to be obvious due to the high number of assigned clients (cf. figure 6).

42 Schneider, Paul cited from the interview (25.9.2003). 43 cf. interview with Schneider, Paul and Gubser, Thomas (25.9.2003).

7

12 1113

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Num

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less than100 clients

100 to 150clients

151 to 200clients

more than200 clients

Client Advisors and their Assigned Intercultural Clients

3

1 1 0

0

1

2

3

Nu

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less than2

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more than10

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Project Managers and their Assigned Intercultural Projects

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282

110

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01

0 10 20 30

Number of client advisors or project managers

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10 to 50times

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more than100 times

Annual Intercultural Contacts with Clients or Project Partners

Client advisorProject manager 1

3

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3

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erin

g H

R-M

anag

ers

less than10 times

10 to 50times

51 to100

times

morethan 100

times

Annual Client Contacts of Client Advisors or Project Managers

Figure 7: Annual client or project contacts


4.3.3 Cultures and their Influence on the Portfolio Risk or on the Success of the Project

In the following table, all cultures mentioned by the client advisors and project managers in the

survey are listed below (multiple naming was possible):

Function Culture

Client advisor

Project manager

Argentina 2x Asia (general) 2x Brazil 1x Greek 1x Hong Kong 1x Indian 3x 1x Japan, Korea 1x Latin America (general) 6x Mexico 1x Singaporean 1x Thailand 1x

Australia 2x Canada 2x France 1x Europe (general) 1x 2x Israel 1x Germany 9x 1x Great Britain 1x Italy 4x Netherlands 1x Spain 2x 1x USA 4x 1x

Table 2: Named cultures in the survey by client advisors and project managers


$

Collectivistic and high-

context cultures (21x)

Individualistic and low-

context cultures (33x)

(exceptions: Italy and Spain)

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The table summarizes the cultures the participants are doing business with on a regular basis.

As mentioned in paragraph 4.2, there is a preponderance of individualistic and low-context

countries over collectivistic and high-context countries. Italy and Spain are both an exception in

that, even if they are more individualistic than collectivistic, they are considered to be high-

context countries.44

As might have been expected, the culture does not only have a significant influence on the

client's readiness to take risks in his portfolio, which is confirmed by 70% of the answering client

advisors, but also the culture influences the success and the way of realization of a project,

which is confirmed by over half of the project managers in figure 8. We will discuss these results

in the next paragraph by talking about the cultural differences and the chances and threats of

these differences.

Figure 8: The influence of the culture on the portfolio risk and on the success of the project


4.3.4 Cultural Differences and their Chances and Threats

"Anyone wishing to do business in a foreign country can commit no greater error than to

assume that what works at home will work elsewhere." 45

As you know, high uncertainty avoidance signifies risk aversion. Risk aversion means that this

investor prefers for example a short-term placement at a default free counterparty rather than

investing in risky equities or options. The most common measure of risk is the volatility or

standard-deviation for a series of returns over a given length of time.46 Additionally, we can

conclude from the results of the survey that the risk-averse and conservative Latin and Asian

countries are primarily collectivistic countries with the exceptions of Singapore and Hong Kong

44 cf. Hollensen, Svend (2001), page 163. 45 Charnov, Bruce H.; Montana Patrick J. (2000), page 479. 46 cf. Meier, Peter (2003), page 18.

The Portfolio Risk is influenced by the Client's Culture

70%

30%

Yes No

The Success of the Project is influenced by Cultural Aspects

40%

60%

Yes No

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which are said to be more risk-taking concerning their portfolio (cf. paragraph 2.3 / figure 4).

This may be explained by the fact that Singapore and Hong Kong are both financial

metropolises which are influenced by the presence of many global banks and insurances with

individualistic cultures from all over the world.

Moreover, the aspect of time represents an important cultural difference in the financial sector:

How time is viewed and how it is used by each culture are critical components of participants'

message strategies.47 For example, it is obvious that the long-term vision of the Japanese

contrasts with the 'quarterly thinking' of the Americans, whereas the long Swedish horizon is

explained by their long winters.48 Concerning the financial sector, it is worth finding out whether

the culture has a history or short-term view rather than a future or long-term view.49 Figure 9

shows the influence of cultural aspects on the duration of the intercultural customer relationship

and the international project:

Figure 9: The influence of the culture on the duration of the customer relationship and the project


The awareness of these cultural differences helps to choose the appropriate financial

instrument and maturity either on the short-term money market or the long-term capital market.

Additionally, the majority of the project managers pointed out in question 6 of their survey that

the different time horizons lead to a change in the duration of the project due to delays and

longer decision-making of some cultures. For instance, in the interview with Mr. Schiller, it was

stressed that a project manager from Switzerland has to be able to adapt to the high-context

47 cf. Gudykunst, B. William; Stewart, Lea P.; Ting, Toomey, Stella (1985), page 102. 48 cf. Trompenaars, Fons; Hampden-Turner, Charles (1997), page 128. 49 dito, page 129.

The Duration of the Project varies According to the Culture

100%

0%

Yes No

The Duration of the Customer Relationship varies with the Client's

Culture

37%

63%

Yes No

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communication in Spain where he will find different time orientations and different formality and

attitudes.50

The statements concerning cultural differences made in the surveys are summarized in the

table below:

STATEMENTS CONCERNING CULTURAL DIFFERENCES

Opportunities Threats

Similarity of certain cultures (e.g. Germany vs. Switzerland)

I see no cultural differences

The conservative and cautious Swiss protects the client from losses and harm

Because of his caution, the Swiss gives opportunities away

Attainment of cosmopolitanism Losing one's face

Enrichment of the personal horizon Client advisor does not have the same 'ideology' (world view) as the client has

New ideas and new impulses Reservation and caginess of Swiss client advisors

Gaining new experiences Losing the relationship when protocols/etiquettes are not respected

Attractiveness of the Swiss culture

Getting better acceptance, if behaviours of the foreign culture are implemented correctly

Latin Americans admire the reliability and punctuality of Swiss

Variety of cultures

Australia Australia is developing and growing (cultures from Asia, South Africa and Europe are immigrating); this 'inflow' brings the Australian market the necessary dynamic and innovation spirit

Chinese: They are characterized by a day-to-day behaviour, misinterpretation of actions; they are gamblers only on Foreign Exchange but safe investors on other financial instruments

Germans: They are decisive, direct in personal contact, more risk-taking and more open-minded (compared to Swiss) but are very similar to the Swiss culture

Latin Americans: They are less dutiful, less punctual and less reliable compared to the Swiss culture; they need to have 100% confidence in the client advisor

USA: They are short-term oriented, less attached to traditions, 'time is money' oriented, superficial, more spontaneous and more risk-taking than other cultures; they tend towards 'gigantism'

The Japanese expression 'Sinlince' means NO in Japan and YES in Europe

The Swiss like to address the issues in a more direct way, whereas in Asian cultures things are told 'between the lines'

Swiss and Latin culture can both adapt quickly to new circumstances

The religion and the social system play an important role in client advisory

50 cf. interview with Schiller, Andreas (23.9.2003).

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If we are able to adapt to the way of thinking of the other culture, we will be successful in doing business interculturally

Know your customer

Table 3: Statements concerning cultural differences


By referring to thesis two, which is supported by the analysis of figure 9 and the table above, the

awareness of cultural differences and the continuous willingness to improve the knowledge of

the corresponding foreign cultures are of significant importance. Another interesting aspect

revealing from the previous graph and the comments in table 3 is the duration of the customer

relationship which varies according to the client's culture. We can derive from these facts that

Asian and Latin American countries prefer longstanding relationships, whereas North

Americans and most individualistic countries are more likely to change their client advisors or

project partners. Hence, in view of these comments and with reference to thesis three, we can

assume that the second part of this hypothesis concerning the relationship depends on the

culture of the client.

Overall, what you have to bear in mind is that cultural differences are with approximately 80%

the main cause for companies failing abroad.51 In connection with this, an example by Svend

Hollensen is worth mentioning:52 Within the USA – which has a very 'informal' culture – business

cards are typically presented in a very casual manner. Cards are often handed out quickly and

are just as quickly placed into the recipient's pocket. In Japan, however – which has a

comparatively 'formal' culture – the presentation of a business card is almost a ceremony: The

business card is presented by holding the card up with two hands while the recipient carefully

scrutinizes the information it contains. This procedure ensures that the official position in the

organizational 'hierarchy' of the client advisor or project manager, which is of great importance

for the Japanese, is clearly understood. If you do not know and not accept this cultural

difference and just grab the business card with one hand from the Japanese, the client will be

offended. This example illustrates the significance of cultural awareness and language skills

expressed in thesis two.

Obviously, not only cultural differences may cause problems in intercultural communication. In

the following paragraph, we are going to discuss a selected number of problems which

frequently arise in intercultural business meetings and which were discussed in detail in the

conducted interviews (cf. appendix B).

51 cf. Kleinberger, Günther, Ulla (1998), page 83. 52 cf. Hollensen, Svend (2001), page 177.

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4.3.5 Obstacles in Connection with Intercultural Communication in the Financial Sector

4.3.5.1 The 'Language-Barrier'

Even though there is no unanimous agreement on whether insufficient language skill of the

foreign culture can cause significant problems or not in intercultural business circumstances, all

interviewees agreed on the importance of excellent command of English in the financial sector.

However, the knowledge of the local language is regarded to be less important and according to

Mr. Van den Bosch can even cause problems in some Asian countries because the client here

mistrusts a foreigner speaking his language; the client advisor is suspected to know too much or

to reveal personal secrets or financial circumstances.53

A large proportion of respondents reveal in the survey that the knowledge of the foreign

language has to be rated highly in need for being successful in an intercultural business

meeting. Therefore, we will analyse this linguistic aspect again in paragraph 4.3.6, where we will

talk about skills and abilities necessary for intercultural communication in more detail and in

paragraph 4.3.8, where we will scrutinize the intercultural education in the financial sector.

4.3.5.2 Stereotyping – Just a Matter of Overgeneralization?

"Stereotypes are all too often overgeneralized, inaccurate, and negative." 54

Stereotyping carries with it an ideological position in which characteristics of the group are not

only over-generalized to apply to each member of the group, but they are also taken to have

some exaggerated negative or positive value.55 Therefore, it might be considered that negative

stereotypes towards the other culture are obstacles to successful intercultural communication.

However, as already assumed in thesis three, though it is true that intercultural communication

and competence are influenced by stereotypes and prejudices, the results from the survey in

the graph below corroborate the assumption that stereotypes do not have a major influence on

intercultural communication:

53 cf. interview with Van den Bosch, Lars (1.10.2003). 54 Gudykunst, William B.; Mody, Bella (2002), page 131. 55 cf. Scollon, Ron; Scollon, Wong, Suzanne (1995), page 155.

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Figure 10: Stereotypes influence intercultural customer relation


Mr. Dalloz pronounced to regard stereotypes as positive, which means to consider them as a

challenge or a chance to understand the client's culture and to adapt his verbal and non-verbal

communication to this culture.56 However, you have to bear in mind that neither you can change

the culture of the client nor can you expect that the affluent client will adapt to your culture.

4.3.5.3 Other Problems Mentioned in the Interviews and in the Survey

Apart from misunderstandings and fear towards the foreign culture, the organization of the

business units plays an important role: It has to be avoided that a group of cultures is

dominating or suppressing other cultures in a business unit. As it is confirmed by Mr. Schneider,

local influences around the problem-solving and decision-making process vary greatly from

country to country, the client advisor is dealing with.57 Therefore, the appropriate mixture of

cultures within a business unit or a team is important as to not only harmonize but to ensure that

every client advisor can express in an intercultural client discussion his pride and identification

with the company he works for. The corporate culture has to correspond to the regional or local

expressions of the client's culture.

56 cf. interview with Dalloz, Joanny (6.10.2003). 57 cf. interview with Schneider, Paul and Gubser, Thomas (25.9.2003).

203

2

222

3

0 5 10 15 20 25

Yes

No

Do Stereotypes influence the Intercultural Customer Relation?


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In figure 11, other obstacles and problems the intercultural client advisor or project manager is

confronted with have been mentioned by the human resources managers who participated in

the survey. What is interesting here is the fact that the majority of HR-managers believe that too

many clients are assigned to client advisors, which we already derived from figure 6.

Figure 11: Problems in intercultural business meetings according to human resources managers


4.3.6 Skills and Abilities Necessary to be Successful in Conducting an Intercultural

Business Meeting

In the previous statement expressed by Mr. Schneider, it was already indicated that the criterion

'Know-how' still prevails over other skills and abilities in a financial, intercultural context. The

results in figure 12 represent the replies from all three functions.

In general, the graph shows that in the client advisory the 'know-how' and the 'customer contact'

skills are more important compared to the 'communication flexibility' and 'determined interactive

actions' skills which prevail in the project management. 'Emotional stability' is considered less

important in both job functions. Moreover, it is worth indicating that both skills 'Task- and goal-

0

1

0

3

0

0

3

2

0

3

3

0 1 2 3

Insufficient language skills

Different perceptions / misunderstandings

Client is too demanding, too high expectations

Insufficiently prepared presentations

Intolerance of the client

Wrong body-language in intercultural context

Anonymity / impersonality

Too many clients per client advisor

Insufficient intercultural preparation/education

Prejudices / stereotypes towards the other culture

Others:

Problems Client Advisors or Project Managers are Confronted with in Intercultural Meetings

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oriented actions' and 'Knowledge of the foreign language' are including five answers from the

project managers who are ranking them first-rate, which signifies the importance of these two

skills in the project management. In the client advisory, the 'Professional and competent

behaviour' as well as the 'Bank-specific know-how' are considered to be both very important

skills by being ranked first respectively third. 'Open-mindedness towards the foreign culture' is of

secondary importance followed by the 'Proficiency in linguistic' which is ranked fourth by the

client advisors. The next two skills are other important aspects of intercultural communication

namely the 'Ability to create interactions with inhabitants of foreign cultures without anxiety' and

the 'Awareness of cultural competences of one's own and towards the other culture'.

Contradictory, the human resources managers indicate in figure 12 that they attach highest

importance to 'Tolerance towards ambiguity, indetermination and indifference of the negotiating

partner' whereas the client advisors rank this skill very low (9th).

Figure 12 reveals that intercultural communication and cross-cultural competence are of

significant importance in addition to the professional know-how. Additionally, Mr. Schneider

emphasized in the interview: "If potential young client advisors want to be part of the UBS

preparation program 'Junior Key People', they have to present international experience."58 This

increasing demand of internationally experienced employees and interculturally competent

managers underpins the importance of thesis two.

58 Schneider, Paul cited in the interview (25.9.2003).

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Figure 12: Rating of skills necessary to be successful in conducting an intercultural business meeting


1024

1001810

20 2160 1

65170 2

110 22251

610110 1

610242 3

333 42343

0 5 10 15 20 25 30 35

Bank- or project specific know-how

Professional and competent behaviour

Open-mindedness towards the foreign culture

Effective presentation skills

Ability of creating an intense interpersonal relationship

Long-standing experience in intercultural communication

Knowledge of the foreign language (Proficiency in linguistic)

Application of the appropriate communication style

Ability and readiness to adapt specific communication models

Task- and goal-oriented actions

Awareness of cultural competences of one's own and towards the other culture

Ability of self-assertion and independent decision-making in intercultural conditions

Ability to create interactions with inhabitants of foreign cultures without anxiety

Proficiency in coping with criticism and failure

Tolerance towards ambiguity, indetermination and indifference of the negotiating partner

Rating of Skills Necessary to be Successful in Conducting an Intercultural Business Meeting


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4.3.7 Evaluation of Different Statements Concerning Intercultural Communication

Before having a look at the evaluation of different statements concerning intercultural

communication, it is important to bear in mind that the evaluation varies according to the culture

and its cultural dimension. For instance, in a low-context communication and time-oriented

culture more importance is attached to the punctuality criterion. Another example is the active

listening, which is evidently more important in high-context cultures such as Japan compared to

low-context countries where speaking and debating prevail. Therefore, the evaluation of the

statements listed below have to be consulted with a critical view and must be adapted to the

corresponding culture. Again, the results in figure 13 are composed of the sum of replies from

all three functions.

Irrespective of the culture of the client or the project partner, more than 80% of the respondents

regard the statement of 'Reliability towards the customer' as the most important quality of the

client advisor or project manager in an intercultural setting. Immediately afterwards, it is crucial

to not only have a 'Natural talent for dealing with other cultures' but especially to show

'Tolerance towards other customs and habits of the foreign culture'. These two statements are

confirmed literally by the interviewed client advisor, Dalloz Joanny, and the human resources

manager, Van den Bosch Lars.59 The latter adds that intercultural communication can just

partially be learned and therefore natural talent and tolerance are both indispensable.60

Predictably, the chance of profiting from the experience of other client advisors or project

managers not only does it represent one of the easiest methods but also it can be considered

one of the most effective methods. Surprisingly, almost 50% of the participants are of the

opinion that the political and economical stability in the country of the negotiating partner is less

important or not important.

59 cf. interviews with Dalloz, Joanny (6.10.2003) and with Van den Bosch, Lars (1.10.2003). 60 cf. interview with Van den Bosch, Lars (1.10.2003).

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Figure 13: Evaluation of different statements concerning intercultural communication


0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Natural talent for dealing with other cultures

Tolerance towards other customs and habits

Importance of active listening rather than talking

Importance of asserting one's own opinion

Suppression of one's own opinion

Extensive education and preparation in order to gain intercultural competence

Profit from intercultural experience of other client advisors or project managers

Willingness to compromise in intercultural meetings

Punctuality in an intercultural meeting

Developing a relationship with the other culture

Reliability towards the customer

Political and economical stability in the country of the negotiating partner

Loyalty of the organization comes first (Personal goals come second)

Evaluation of Different Statements Concerning Intercultural Communication

very important [+2] important [+1] less important [-1] not important [-2]

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4.3.8 Critical Analysis of the Intercultural Education and Preparation Methods in the

Financial Sector

4.3.8.1 Experience of Client Advisors/Project Managers in Intercultural Communication

The majority of interview partners agreed that intercultural preparation is inevitable especially

when getting in contact with Asian and Latin American cultures. Furthermore, the results on the

left-hand side of figure 14 show that intercultural experience is of significant advantage before

advising the first intercultural client or leading the first international project. In contrast, the other

graph shows a worrying high number of human resources managers (80%) who think that the

majority of potential candidates for an international client advisor or project manager job do not

have enough experience in intercultural communication:

Figure 14: Intercultural experience before advising the first client or leading the first project


The necessity of intercultural experience in the financial sector can be verified with the help of

the next graph as well. By simultaneously taking the graph concerning the age in paragraph

4.3.11 (figure 20) into consideration, we can deduce that even though the majority of client

advisors and project manager are young, they have to be very experienced in intercultural

communication.

61

41

323

0 5 10 15 20 25 30 35

Yes

No

No, I've just been abroad for privatereasons

Intercultural Experience Before Advising the First Client or Leading the First Project

Client advisor Project manager

Experience in Intercultural Communication of Potential New

Client Advisors or Project Managers

20%

80%

Yes No

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Figure 15: Experience in intercultural communication


4.3.8.2 Language Training

As we have seen in figure 12, excellent linguistic language skills especially in English are

essential for an international manager. For that reason, the result of figure 16 might be

surprising: Approximately 44% of the respondents are either not willing to improve their

language skills or still are in two minds about whether they shall improve their language skills or

learn another language within the next three years. What is more is that from the 15 'No'

answers, only six are taking a further education (not language) into consideration (cf. table 4)

within the next three years, whereas the rest either intends not at all to do a supplementary

education or does feel too old for that.

EDUCATION INTENTIONS OF INTERCULTURUAL MANAGERS

Masters of Business in Administration (MBA)

Chartered Financial Analyst (CFA)

Supplementary education at the 'Kaderschule' in Zurich

Supplementary education in Finance

Supplementary education in Asset Management

Internal education

Table 4: Education intentions of intercultural managers


212

100

122

01

0 5 10 15 20 25

Number of client advisors or project managers

less than 1year

1 to 5 years

6 to 10 years

more than 10years

Experience in Intercultural Communication

Client advisorProject manager

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Figure 16: Willingness for permanent education


In addition, Mr. Schneider points out that according to their [UBS] experience, they are faced

with the problem that the majority of candidates applying for a client advisor job in the UBS

Wealth Management International have no or insufficient international experience.61 What is

more is that as soon as a concrete hard work job abroad is presented, many of the client

advisors finally are not enthusiastic about working abroad for a longer period and facing this

challenge primarily because of personal reasons, whereas the vast majority is keen on being

sent abroad for 3 or 4 months in order to improve their language skill.62

Table 5 contains the number of chosen or preferred language courses of the participants in the

survey:

Chosen or Intended Language Education English 6x Mandarin (Chinese dialect) 1x

French 5x Hungarian 1x

Spanish 4x Chinese 1x

Italian 4x Czech 1x

German 1x Russian 1x

Table 5: Chosen or intended language education by the survey's participants


61 cf. interview with Schneider, Paul and Gubser, Thomas (25.9.2003). 62 dito.

91

150

184

0 5 10 15 20

Yes

No

Don't know

Willingness for Permanent Education


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4.3.8.3 Preparation Methods for an Intercultural Business Contact

The importance of intensive language education for intercultural managers is shown again in

figure 17 on the graph on the top where the 'Intensive language training' is ranked third. As

might have been expected, one of the best preparation methods concerning intercultural

communication is to 'Profit from the experience of other client advisors or project managers'.

Strangely, the graph on the bottom reveals that no handbook of intercultural communication is

offered to these employees by the company, even though the graph on the top represents a

considerable number of 20 client advisors out of 43 prefer the 'Consultation of a handbook of

intercultural communication' as a preparation method for a first intercultural meeting.

Figure 17: Preparation methods for an intercultural business contact


21

71

32

201

111

71

263

152

140

0 5 10 15 20 25 30

Internal or external training

Intensive language training

Profit from experience of other intercultural managers

TV, media, documentation etc.

Reading of books of the corresponding country

Consultation of a handbook of intercultural communication

Visit of the corresponding country

No particular preparation

Others:

Privileged Preparation Methods for the First Intercultural Customer Contact or Project Meeting


Handbook of Intercultural Communication at the Employees' Disposal

0%

100%Yes No

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4.3.8.4 Education and Evaluation Methods Concerning Intercultural Communication

First of all, it astonishes that 60% of the human resources managers admit in the survey that the

company does neither offer an internal nor an external intercultural education program for their

internationally active client advisors or project manager. The ones who answered the question

with 'Yes' indicate that the offered program is an internal one. In addition to the survey's result,

the interviewed human resources managers unanimously agree that their company is

apparently not yet doing enough about intercultural education.63 UBS is offering an internal

'Cultural Awareness Program' for expatriates where, according to Mr. Schneider, external

consultants are involved only if necessary and Mr. Van den Bosch mentions the internal

program 'Leadership Across Cultures' which is just applied in the CS in individual cases by

consulting external experts as well.64

Figure 18: Education methods concerning intercultural communication


As we can see from the graph below (figure 19), most financial companies and their human

resources managers rely on the feedbacks either from the line-managers or from the clients

regarding the evaluation of the intercultural competence of their employees. Even though a

regular feedback represents the cheapest and simplest form of evaluating intercultural

competence besides being a learning opportunity to become more effective, international

companies should consider additional methods. For example, a minority pointed out that they

are evaluating the intercultural competence with the help of assessments.

63 cf. interviews with Schneider, Paul and Gubser, Thomas (25.9.2003) and with Van den Bosch, Lars (1.10.2003). 64 dito.

Offer of Internal or External Intercultural Training Programs

40%

60%

Yes No

2

0 0 0

0

1

2

Num

ber

of

Ans

wer

ing

HR

-M

anag

er

less thanonce ayear

once ayear

2 to 4times ayear

more than5 times a

year

Opportunity for Client Advisors to participate in an Intercultural Training

Program

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Figure 19: Evaluation methods concerning intercultural communication


4.3.9 Globalization and Intercultural Communication

The qualitative question in the survey "Where do you see opportunities and/or threats owing to

the increasing globalization and internationalization for intercultural communication in the

financial sector?" resulted in the following table with interesting statements from financial

managers:

GLOBALIZATION AND INTERCULTURAL COMMUNICATION

Opportunities Threats

Increasing cross-national business opportunities Increasing competition due to augmented transparency and mobilization

The number of prejudices is diminishing Client advisors are changed more/too frequently Switzerland can distinguish and stand out against the rest of the world

Too much information leads to constant 'filtering' and waste of time

Competition creates dynamic More competition requires more motivation and efforts in the financial sector

Tolerance and interest in other cultures simplifies the contact with another culture

No threats as long as we know how to communicate

A wider range of financial products as long as low wages countries exist; specialization on one country

Tax affairs

0

1

1

0

0

0

1

0

34

00

2

0 1 2 3 4

Assessment

Workshop

Feedback from other employees

Feedback from team leader

Feedback from clients

Mouth-to-mouth communication

Customer survey

Employee survey

Interview with customer

Interview with employee

Duration of the customer business relation

No particular assessment or evaluation

Others:

Evaluation Methods to assess the Intercultural Competence of the Client Advisors or Project Managers

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Communication is easier Anonymity of the contract partners; quality reduction because of the growing speed in the development and processing

Cultural differences will tend to disappear by getting closer to another; personal relations will be standardized

Loss of the cultural independence

New horizons for the individual development and the learning effects

Everybody has the same opinion

Increase of the customers' knowledge which should result in more trades

Increasing price/fee competition

Open-mindedness of the client towards new investments

Dissolution of the banker's secrecy

Intensify the proximity to the client; clients drop in less frequently

'Standard' (unique) culture will not be accepted by everybody and lead to conflicts

Approximation of the business cultures The threat of not being in the 'same wavelength' It is a global village with great chances (economy of scale, new markets etc.) and it is just a matter of time when more cultures will join.

Source of misunderstandings

Time to market The world becomes a village Development of new ways of doing business result in increasing profitability

The world is dividing itself

Religion and politics are influencing our

Be pressed for time and increasing pressure to succeed

Head Office does not understand the international challenges

Think globally, act locally

Table 6: Globalization and intercultural communication


4.3.10 Statements Concerning Intercultural Communication

The last qualitative question in each survey was the invitation to express their general point of

view in connection with intercultural communication and cross-cultural competence. The table

below contains the most interesting comments from the survey:

STATEMENTS CONCERNING INTERCULTURAL COMMUNICATION

Intercultural communication and intercultural competence are becoming more and more important not only towards the client but also within a global company

Intercultural communication requires a continuous dealing and confrontation with the foreign culture in all kind of aspects such as history, culture, language, politics, economy, contemporary matters, etc.

Intercultural communication is just one element of the advisory service system Intercultural communication is important but is not the crucial point because foreign cultures are often more tolerant towards other cultures

Intercultural communication is certainly an added value for every client advisor

Intercultural communication requires natural talent and cannot be learned

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The organization sometimes looks at professional abilities only when placing someone in a position that requires dealing with a different culture, rather than also looking at the background of the person involved. Some poor examples can be easily observed in our and other institutions.

Despite the highly technological world, interpersonal relationships and the mutual trust are becoming more and more important

Openness, tolerance and interest in innovations are essential aspects

Knowledge transfer through learning from experiences client advisors is very important

It is a pleasure to work together and to do business with other cultures

It is not easy to settle in a foreign culture but there exist big differences from continent to continent

Adaptability is more and more important

We should not have prejudices towards other cultures

We should not compare cultures but live and understand them

Culture-specific training is becoming more and more important

Finally, we all live on the same world

Table 7: Statements concerning intercultural communication


4.3.11 Personal Information of the Participants

Curiously, the personal information of the participants in the survey reveals that masculinity in

the client advisory and in the project management is prevailing over femininity in the financial

sector. Although Mr. Schneider pronounces that the UBS has a relatively high proportion of

feminine client advisors in Switzerland, it is surprising that only 4 out of 42 client advisors who

answered question 19 in their survey are female. However, no verified conclusion can be

derived from the graph 'Masculinity versus Femininity'.

40

385

0 10 20 30 40

Gender (male)

Gender (female)

Masculinity versus Femininity


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Figure 20: Personal information of the participants


4.3.12 Interest in the Results of the Survey

More than two thirds of all managers who participated in the survey were interested in the

results of the survey, which is another indication for the significance of intercultural

communication and cross-cultural competence.

The results were sent to the interested respondents electronically (cf. appendix G).

Figure 21: Interest in the results of the survey


81

22

4 90

30

0

5

10

15

20

25

younger than 30 years

between 30 and 45 years

between 46 and 55 years

older than 55

Age of Client Advisor or Project Manager

Client advisorProject manager

160

3

255

2

0 5 10 15 20 25

Yes

No

Interest in the Results of the Survey


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4.4 Final Scrutiny and Critical View of the Theses and the Status Quo Analysis

As it is assumed in thesis one and two, not only is there a high potential for improvement of

intercultural evaluation and preparation methods, which would help the client advisors or project

managers to improve their intercultural competence, but also a lack of willingness for

continuous education and intercultural awareness even though intercultural communication is

becoming more and more important in the financial sector. On the one hand, we have seen in

paragraph 4.3.5 that many of the questioned intercultural managers in the financial sector are

confronted with obstacles and problems, and on the other hand, the analysis of the results from

the survey and comments from the interviewees in paragraph 4.3.8 lead to the conclusion that

there is still need of improvement.

As far as thesis three is concerned, it can be assumed that owing to the enormous number of

assigned clients, the client advisors do not all have enough time to look more actively after their

clients and to establish an intense relationship. In contrast, we can conclude that especially

certain individualistic cultures such as the USA are short-term oriented compared to Asian and

Latin American countries which prefer longstanding relationships based on trust and mutual

understanding.

"Mistakes of corporate representatives because of

intercultural competence can jeopardize millions of dollars in

negotiations and purchases, sales and contracts, as well as

undermine customer relations."

Harris, Philip; Moran, Robert (1991) cited from 'Fit für fremde Kulturen' (2002).

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5 Strategic Target Concept – How to become an Interculturally

Competent Manager

5.1 Globalization and its Influence on Intercultural Communication

"As economic borders come down, cultural barriers go up, presenting new challenges and

opportunities in business." 65

"Globalization is a dynamic component of human experience. […] Global consciousness

cannot drive globalization, but it can – by enabling better understanding of the forces that

enmesh us – produce responses which ensure that our global interactions remain

beneficial and empowering." 66

"Managing global diversity is a proactive, strategic approach that leads to business

success. This approach is best defined as the capability of […] using and maximizing the

total workforce potential by having the knowledge, attitude, and skills to identify and use

alternative cultural styles and behaviours to achieve the business objective with respect to

the national culture(s) and the multiple locations in which they operate." 67

More and more companies including banks and insurances feel obliged to do business all over

the world. These expansion strategies lead to so-called multicultural companies and require an

adaptation of your global mindset and cultural diversity in order to become an interculturally

competent manager.

5.2 Diversity Management – a Strategic Competitive Advantage

Finding the best way of managing effectively the diversity aspect, which appears due to

variations of ethnicity and nationality of different cultures, requires an appropriate strategy or

concept, adapted from the intercultural management, characterized through trust, common

visions and goals, honesty, generosity, fairness and tolerance.68 Every single client advisor and

project manager in the financial sector has to be culturally aware of the other culture and has to

know how to gain and retain new affluent clients or projects. You have to regard it as a

leadership issue to develop and increase your intercultural skills and behaviour. The permanent

enrichment of your knowledge of the other culture in order to mutually understand the

connection between individuals and the tolerance towards the culture of the client or project

partner are crucial aspects.

65 Ivester, Doug (1999) cited from 'The Global Diversity Desk Reference - Managing an International Workforce' (2003), page 73. 66 Robertson, Robbie (2003), page 229. 67 Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 4. 68 cf. Jacob, Nina (2003), pages 1-6. And Blom, Herman; Meier, Harald (2002), pages 245-246. And Baumer, Thomas (2002),

page 81.

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The strategic intercultural concept presented below shall reflect the dynamics of operating in a

global context and suggests ways of enhancing your intercultural communication competence in

order to build and retain successful relationships with another culture.

5.3 A Strategic Intercultural Concept

The following intercultural concept is based on participative management learning styles and

has been created by the author after the evaluation of the survey and extensive investigation in

the field of intercultural communication. It is intended to enhance the intercultural awareness

and to propose methods and strategies in order to become an effective communicator and

interculturally competent financial manager:

Figure 22: Strategic intercultural concept

Source: Graph by author.

STRATEGIC

INTER-

CULTURAL

CONCEPT

5.3.1

Recruitment of Interculturally Competent Managers

5.3.2

Intercultural Training Methods and Learning Styles

5.3.3

How to achieve Intercultural Communication Competence

(ICC)

5.3.4

A Knowledge Management Approach

5.3.5

Prerequisites for an Effective Intercultural Communicator

5.3.8

The Way of Understanding States of Mind

5.3.7

Intercultural Relationship Management – a Key to a

Long-standing Relationship

5.3.6

Key Factors for the Retention of Intercultural Clients

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5.3.1 Recruitment of Interculturally Competent Managers

The searching and selection process (international recruitment) of appropriate managers who

are able to deal with other cultures is of strategic importance for a global player in the financial

sector. Even though the analysis of the survey revealed that the 'Know-how' is still the most

important skill, we have to prevent selecting managers by only focussing on their know-how.

The candidate has to prove that he is able to deal with other cultures and that he is a successful

manager in an international context. It was mentioned in an interview that having spent several

years abroad does not automatically mean that this person is an interculturally competent

manager.69 That is why it might be a good idea involving interculturally experienced line-

mangers in the recruitment process who assess the intercultural competence of the candidate

with the help of a structured interview, a workshop or with an intercultural group assessment

where intercultural skills and tolerance towards other cultures are assessed. As it was

suggested by a participant in the survey, the evaluation of the work habits and achievement of

intercultural objectives in the assessment should be based on the management by objectives

(MbO).70

5.3.2 Intercultural Training Methods and Learning Styles

Before presenting a recommendation concerning intercultural training, you have to understand

the following learning styles which are prevailing in intercultural training methods.

Figure 23: Learning styles

Source: Graph by author. Adapted from Gudykunst, William B.; Mody, Bella (2003), page 128. Herbrand, Frank

(2002), pages 48-56.

69 cf. interview with Van den Bosch, Lars (1.10.2003). And Bergemann, Niels; Sourisseaux, Andreas L. J. (2003), pages 181-230. 70 cf. Bergemann, Niels; Sourisseaux, Andreas L. J. (2003), page 200.

Learning

style

Behavioural

Intercultural decision-making and responsibility

Affective

Intercultural sensitiveness

Cognitive

Intercultural knowledge

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The graph shows the three different learning styles which are in mutual interaction with each

other. If you attend an intercultural training, the most important learning style is said to be the

behavioural one because you have to learn how to behave towards the intercultural client or

project partner and how to find the appropriate decision. But this necessitates knowledge about

the cultural differences (cognitive), emotionally stability and tolerance towards arising problems

(affective).

For a detailed analysis and evaluation of the wide range of different intercultural training

methods, reference is made to the literature.71 Concerning the financial sector, on-the-job

training abroad is recommended by the interviewees and by many respondents of the survey. A

stay abroad includes all of the above mentioned learning styles and is supposed to be the most

effective and interesting method concerning intercultural training. On the other hand, it

represents a huge investment for the company and therefore, especially in recession times,

these so-called intercultural mobility programs are often neglected. That is why alternative

training methods are presented in paragraph 5.3.4. But beforehand, you should have a look at

the intercultural communication competence theory (ICC).

5.3.3 Focussing on Intercultural Communication Competence (ICC)

Even though no unequivocal knowledge or method of how to achieve intercultural

communication competence (ICC) exists, "it is important to be cultural aware" in order to gain

ICC.72 From the status quo analysis, you already know which skills and abilities are necessary

to achieve ICC. But how can you achieve these skills and ICC?

ICC can be achieved among other aspects through motivation, cultural sensitivity and

willingness to acknowledge the other person with whom you are communicating and their

cultural differences, adaptation of the verbal and non-verbal messages to the appropriate

cultural context, the ability to establish interpersonal relationships and the application of the

prerequisites of an effective intercultural communicator presented in paragraph 5.3.5.73

In the next paragraph, a specific training approach for achieving ICC is suggested.

5.3.4 A Knowledge Management Approach

"Knowledge management refers primarily for the dissemination of implicit knowledge

throughout an organization." 74

71 cf. Bergemann, Niels; Sourisseaux, Andreas L. J. (2003), pages 248-272. And Bennett, Martin F.; Digh, Patricia; Gardenswartz,

Lee; et al. (2003), pages 353-363. And Blom, Herman; Meier, Harald (2002), pages 195-206. And Herbrand, Frank (2002),

pages 56-125. 72 cf. interview with Schneider, Paul (25.9.2003). 73 cf. Neuliep, James W. (2003), pages 364-373. And Redding, Gordon; Stening, Bruce W. (2003), page 206. And Gudykunst,

William B; Mody, Bella (2002), pages 207-219. And Beamer, Linda (1992), pages 290-302. 74 Jacob, Nina (2003), page 8.

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As the status quo analysis has shown, intercultural communication has to be experienced.

Therefore, an interesting alternative to the business stage abroad is the following proposed

intercultural knowledge management approach. The main objective of this experiential training

method is to profit from the experience of experts within the company by simultaneously using

the affective, cognitive and behavioural learning styles. The idea is to involve client advisors and

project managers of your company with the corresponding foreign culture (not Swiss) and

interculturally experienced managers in an intercultural training process. This approach is

focussing on the 'Experience-oriented, culture-specific training'.75 It gives you the opportunity to

discuss and experience cultural differences and discover things in common with a foreign

culture. You will learn how to treat and solve problems and arising conflicts in an intercultural

setting. This knowledge management approach may consist, for instance, of a role play with a

Japanese culture or you take part in a bi- or multicultural workshop or in a simulation game with

interactive cultural training leaded by interculturally experienced managers from your

company.76

A similar interesting alternative focussing primarily on the affective and cognitive learning style

is the so-called culture-assimilator-training or 'intercultural sensitizer' which is based on real,

intercultural situations, for example with experienced client advisors or project managers as

negotiating partners.77 Further knowledge management training methods might be intercultural

presentations by interculturally experienced client advisors or project managers, group

discussions, round-tables, regular meetings and case studies.

Above all, the central issue of intercultural training is that you are able to change perspectives in

an intercultural setting and to learn as much as possible about traditions, rituals, attitudes,

beliefs as well as politics, economy, history, etc. of the host culture.78 Another interesting and

effective method, mentioned by several client advisors in the survey is to work in culturally

mixed teams so to bring employees with different cultures together within the company.

Empirical studies in the field of psychology and management show that culturally

heterogeneous teams are more productive and innovative.79

75 cf. Bergemann, Niels; Sourisseaux, Andreas L. J. (2003), page 249. 76 dito, pages 252-254. 77 cf. Blom, Herman; Meier, Harald (2002), pages 200-201. And Herbrand, Frank (2002), pages 119-122. 78 Van den Bergh, Samuel (17.4.2002), page 79. And Hugenberg, Lawrence W.; LaCivita, Renée M.; Lubanovic, Andra M. (1996),

page 219. 79 Bergemann, Niels; Sourisseaux, Andreas L. J. (2003), page 4.

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5.3.5 Prerequisites for an Effective Intercultural Communicator

The status quo analysis and selected literature indicate that for an effective intercultural

communicator in the financial sector, you have to take the following points into consideration:

Figure 24: Effective intercultural communication

Source: Graph by author. Adapted from the status quo analysis, chapter 4. And Wiseman, Richard L. (1995), pages

15-58. And Porter, Richard E.; Samovar, Larry A. (2000), pages 375-387.

5.3.6 Key Factors for the Retention of Intercultural Clients

A key factor to retain intercultural clients is the knowledge about the customer and its culture:

Know your customer. In addition, the questioned client advisors revealed in the survey that

apart from 'Professional competence of the client advisor', it is essential to regularly and actively

contact the clients and to offer attractive and tailor-made products. Obviously, the reputation of

the financial institute and the prestige play an important role in the client advisory as well. What

is surprising in the graph below is that the questioned advisors consider the knowledge of the

other culture not an important retention factor. On the other hand, an intense relation- and

friendship with the other culture is considered by the majority an important intercultural retention

factor.

Effective

intercultural

communication

Motivation as well as active customer contact and

social initiative

Ability to deal with psychological stress and portfolio or project risks

Active listening and comprehension of the client's

wishes and expectations

Communication flexibility and use of the best

communication strategy

Ability to give trust and confidence to the client and creating an intense relation

Tolerance for ambiguity and open-mindedness

towards the other culture

Reliability towards the client or project partner

Interest in the other culture and ability of small talk, in-

jokes and mutuality

Effective presentation skills in an intercultural context

Requirement of cognitive, affective and behavioural

skills

Cultural Empathy and 'Sensitivity'

Freedom from prejudices and stereotypes

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Figure 25: Key factors for the retention of intercultural clients


5.3.7 Intercultural Relationship Management – a Key to a Long-standing Relationship

"Intercultural communication is enhanced when individuals actually have opportunities to relate

to people from other culture not merely as work associates, but as friends as well."80 The

managers surveyed and the interviewees mentioned that the individuals, who are able to

succeed in building intense relationships and friendships with people from other cultures, are

more likely to retain the clients even in low performance periods.

As Mr. Schneider describes it, the advisory service in the financial sector is a "People

Business".81 Consequently, besides being interculturally competent, the key to a successful

intercultural relationship is the mutual trust and mutual reliability of all parties. Building a long-

standing intercultural relationship requires an extensive training, cultural awareness and

effective communication. A detailed scrutiny of intercultural relationship management would go

beyond the scope of this thesis. What is important is that you can create a common ground with

the foreign culture by taking the factors that affect intercultural relationships into consideration.

This can be visualized with the help of the following graph:

80 Jacob, Nina (2003), page 81. 81 cf. interview with Schneider, Paul (25.9.2003).

020

3

210

24

3

131

21

31

0 5 10 15 20 25 30 35

Professional competence of the client advisor

Reputation / rating of the company

Risk tolerance and readiness of being innovative

Attractive products and services

High portfolio performance

Regular business meetings / calls

"Tailor-made" products for the customers' needs

Experience of the client advisor in intercultural business meetings

Knowledge of the other culture

Establish an intense relationship with the client

Others:

Key Factors for the Retention of Intercultural Clients

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Figure 26: Factors that affect intercultural relationship

Source: Graph by author. Adapted from Neuliep, James W. (2003), page 275.

5.3.8 The Way of Understanding States of Mind

Because intercultural communication competence, cultural awareness and effective intercultural

communication are a very complex and demanding task in a globalized world, you have to bear

in mind that you cannot be fully informed. You are not able to learn and internalize all these

skills and intercultural aspects: But we have to understand states of mind.82 According to

Trompenaars, in an intercultural setting, you are constantly involved in a process of assigning

meaning to the actions and decisions. You have to learn to go beyond your own intercultural

model. This practical handbook shall provide a frame of reference so as not to be afraid of

getting in contact with another culture and to not lose your own face. After having studied this

handbook, you should know the most significant factors of how to deal with cultural differences

and show tolerance towards the states of mind of different cultures in the world.

82 Trompenaars, Fons; Hampden-Turner, Charles (1997), pages 196-197.

Intercultural

relationship

Intercultural awareness

Socio-communicative style

Intercultural empathy and sensitivity

Degree of intercultural apprehension

Awareness of cultural differences

Open-mindedness

Uncertainty reduction

Similarity

Intercultural awareness

Socio-communicative style

Intercultural empathy and sensitivity

Degree of intercultural apprehension

Awareness of cultural differences

Open-mindedness

Uncertainty reduction

Similarity

Person A Person B

"If we arrive to achieve and manage intercultural

communication and cross-cultural competence, it will reveal to

be one of the most valuable gifts in this globalized world."

Author, Eyholzer, Pascal (11.10.2003).

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6 Conclusion, Discussion and Outlook

6.1 Conclusion and Discussion

6.1.1 'Think global, act local'

Looking at the development of business activities over the last few decades, one trend is clearly

obvious: The shift from local or national toward international or global business.

Therefore, it is unavoidable for a global financial institute (global player) to manage diversity

locally to succeed globally. Conversely, "because of the increasing internationalization in home

markets, addressing global diversity issues is increasingly a prerequisite for succeeding

domestically."83

Obviously, the expression in the title is valid for project management as well. Professor Dr.

Oskar Grün stresses that owing to the increasing globalization, it becomes a prerequisite to

assess not only global interests and behaviour but especially domestic attitudes and

expectations.84 What is important is to consider globalization as a challenge and neither a threat

to individuals nor to the economy in general. Every local given fact or domestic behaviour in a

foreign culture not only does it imply an interesting opportunity but also a risk. If the client

advisor or project manager arrives to manage this risk, the customer relationship or the project

is likely to be successful and sustaining.

A detailed analysis of the local characteristics of each country would be beyond the scope of

this thesis. For a further study, it is recommended to consult the book 'Banking Cultures of the

World' edited by Leo Schuster (1996) which describes the local aspects and habits a client

advisor or a project manager in the financial sector has to be aware of in order to communicate

interculturally successfully in a business meeting. In addition, the book and the movie 'Doing

effective presentations in an intercultural setting' by John Bennett, lecturer at the University of

St. Gallen in Switzerland, provide valuable hints for an effective presentation in a foreign

country and information on how to structure and adapt the appearance of an international

manager.

6.1.2 Intercultural Communication Competence in the Financial Sector

According to the World Competitiveness Yearbook (WCY) edited by the International

Management Development (IMD), the financial services in Switzerland are widely developed

83 Bennett, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al. (2003), page 33. 84 cf. Grün, Oskar (2000), page 6.

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which implies that Switzerland is situated in second place at the top of the ranking list after

Finland but before the United States of America.85

What might be the reason of this success? Of course, several facts and explanations exist in

order to emphasize and verify the above mentioned fact such as the high credibility and finance

skills of managers, the attractive tax legislation including the Swiss banker's secrecy, the

excellent labour relations and worker motivations, the high adaptability and professional ethical

standards in management practices which all lead to a remarkable customer satisfaction in

Switzerland.

But how can we maintain this top ranking and the excellent reputation of the financial sector?

We are urged to take care for other cultures and the intercultural clients. A recent study

'Defining excellence in private client servicing' carried out by Reuters and the company Booz

Allen Hamilton in June 2003 reveal, more than 40% of international customers are dissatisfied

with the advisory service of their Swiss banks because the advisors not only do they lack of

informing them properly about changes in the portfolio performance but especially affluent

clients complain about losing the contact to their advisors who do not contact them actively

enough.86 We have already found out in the status quo analysis that too many clients are

assigned to a client advisor. This overcapacity must be eliminated so that the client advisor

wastes less time for administrative work and can spend more time contacting the clients actively

and more frequently.

Until now, the financial sector in Switzerland was covered with glory and Switzerland is famous

for its confidence and particularly his banker's secrecy. But the worldwide competition is

increasing daily and the clients in the financial sector are becoming more demanding.87 We

have to challenge the questions: What is the influence of the increasing globalization and

worldwide competitiveness on the intercultural customer relationship and on a financial project?

What happens if the banker's secrecy would have to be dissolved?

This handbook reveals a reasonable answer: Professional and intercultural communication

competence, cultural awareness and devoted intercultural relationships outside and within the

company are of strategic importance and do have a great influence on a prosperous future of

the financial sector.

85 cf. IMD World Competitiveness Yearbook (2002), page 581. 86 Kaiser, Fritz (29.7.2003), page 25. And 'NZZ' (25.6.2003), page 24. 87 Oberholzer, Roman (28.9.2003), page 45.

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6.2 Outlook

6.2.1 Trends and Significance of Intercultural Communication in the Financial Sector

Because of the growing networking and the free movement of capital as a consequence of the

deregulation in the financial sector, the reduction of transaction and information costs owing to

the Internet and the increasing worldwide competition in the financial sector, the increasing

client's demand for tailor-made portfolio and the expansion strategies of the global banks lead to

new challenges in the financial sector.88 For instance, the strategies of the two global players

UBS and Credit Suisse are focussing on the international expansion and the media are

regularly reporting of new expansion plans ("Forced activity in China"; "UBS expands its

investment banking"; "About the expansion plans of the Credit Suisse").89 As a consequence of

these changes and the increased competition and the fact that a global bank or insurance is

becoming a more multicultural system, intercultural communication is a prerequisite in the

financial sector.

Furthermore, we can expect a growing shift from the conservators, collective client advisors, or

imitators to the inventors in the near future:

High Low

Table 8: The shift in the strategic attitudes of managers in the financial sector

Source: Graph by author. Adapted from Schuster, Leo (1996), page 7.

This tendency is acknowledged by Paul Schneider: "The future client advisor has to be a

'hunter' which means that he has to actively combat for new money. […] it is important that the

88 cf. Wöhle, Claudia B. (1999), pages 30-33. And Bütler, Theophil; Meier, Peter (2002), page 6. 89 Wuffli, Peter, Chief Executive Officer at UBS, in the 'Handelszeitung' (2.7.2003). Grübel, Oswald, Chief Executive Officer at

Credit Suisse, in the 'Handelszeitung' (8.10.2003).

Imitators

Inventors

Conservators

Collective Players

Market response

Hig

h Lo

w

Mar

ket a

uton

omy

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Swiss client advisor becomes less cautious and contacts the client on his own initiative."90 And

Peter Wuffli, Chief Executive Officer at UBS, states in an interview with the 'Handelszeitung':

"Die UBS hat weltweit vier Aktionen unter dem Motto 'Client Contact Campaigns' durchgeführt.

Dabei haben wir unsere Berater darin unterstützt, aus eigener Initiative mit den Kunden Kontakt

aufzunehmen."91

This shift in the financial sector towards the more active and risk-taking inventors may result in

more risk-taking advisors and managers from Germany, the United Kingdom or the Netherlands

replacing spoilt and cautious imitators and conservators. Therefore, the future client advisor and

project manager has to be interculturally competent, respond readily to market developments

and contact customers and partners more frequently on his own initiative.

90 Schneider, Paul cited from the interview (25.9.2003). 91 Wuffli, Peter, Chief Executive Officer at UBS, cited from an interview in the 'Handelszeitung' (2.7.2003).

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7 Closing words

"Human beings draw close to one another by their common nature, but habits and

customs keep them apart."

Confucius92

Retrospective, attention can be drawn to the fact that the tolerance and adaptation of our

communicative skills are increasingly essential for being successful in this 'global village'. With

the conducted survey and interviews and the proposed strategic concept, practical information

has been delivered and you should have improved your cultural awareness and understanding

and be motivated to not only improve your intercultural communication competence but also to

long for getting in contact with another culture.

The status quo analysis with its valuable and high-quality information shall make you aware that

intercultural communication, although complex and very challenging, is one of the most

rewarding life experiences you will ever have. It is desired that you could profit from the

experience of the client advisors, project managers and human resources manager.

This practical handbook should not only be a frame of reference but a source to inspire you to

take more actively part in this global village where cultural differences are supposed to vanish

and the human beings are getting closer and closer together.

92 Citation from the book 'Intercultural Communication – A Reader' edited by Porter, Richard; Samovar, Larry A. (2000), page 5.

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8 References

8.1 Books and Working Papers

� Baumer, Thomas: Handbuch – Interkulturelle Kompetenz. Orell Füssli Verlag AG, Zurich, 2002.

� Bennett, John; Claes, Marie-Thérèse; Forsberg, Jennie, et al.: Doing Effective Presentations in an Intercultural Setting. Community of European Management Schools, Vienna, 1998.

� Benneth, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al.: The Global Diversity Desk Reference – Managing an International Workforce. Pfeiffer Publications, USA, 2003.

� Bergemann, Niels; Sourisseaux, Andreas L. J.: Interkulturelles Management. Springer Verlag, Berlin, 2003 (3rd edition).

� Bütler, Theophil; Meier, Peter: Finanztheorie. Zurich University of Applied Sciences Winterthur, 2002.

� Blom, Herman; Meier, Harald: Interkulturelles Management. Neue Wirtschafts-Briefe Verlag, Berlin, 2002.

� Charnov, Bruce H.; Montana, Patrick J.: Management. Barron's Educational Series, USA, 2000 (3rd edition).

� Federal Statistical Office of Switzerland: Weiterbildung in der Schweiz 2001. Author: Lischer, Rolf, Neuchâtel, 2001.

� Gudykunst, B. William; Mody, Bella: Handbook of International and Intercultural Communication. Sage Publications, USA, 2002 (2nd edition).

� Gudykunst, B. William; Kim, Yun, Young: Readings on Communicating with Strangers – An Approach to Intercultural Communication. McGraw-Hill, USA, 1992.

� Gudykunst, B. William; Kim, Yun, Young: Theories in Intercultural Communication. International and intercultural communication annual, volume XII, Sage Publications, USA, 1988.

� Gudykunst, B. William; Stewart, Lea P.; Ting, Toomey, Stella: Communication, Culture, and Organizational Processes. International and intercultural communication annual, volume IX, Sage Publications, USA, 1985.

� Hall, Edward T: Beyond Cultures. Anchor/Doubleday, USA, 1981.

� Herbrand, Frank: Fit für fremde Kulturen – Interkulturelles Training für Führungskräfte. Verlag Paul Haupt, Bern, 2002.

� Hinner, Michael B.: The Importance of Intercultural Communication in a Globalized World. Freiberg working paper, Germany, Jun 1998.

� Hinner, Michael B.; Rülke Tessa: Intercultural Communication in Business Ventures. Illustrated by Two Case Studies. Freiberg working paper, Germany, Mar 2002.

� Holden, Nigel J.: Cross-Cultural Management – A Knowledge Management Perspective. Financial Times, Pearson Education, UK, 2002.

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� Hollensen, Svend: Global Marketing – A Market-Responsive Approach. Financial Times, Pearson Education, UK, 2001 (2nd edition).

� International Management Development (IMD): World Competitiveness Yearbook 2002. Lausanne, 2002.

� Kotler, Philip: Marketing Management. The Millenium Edition, Prentice Hall International, Inc., New Jersey, USA, 2000.

� Martin, Judith N.; Nakayama, Thomas K.; Flores, Lisa A.: Readings in Intercultural Communication – Experiences and Contexts. McGraw-Hill Companies, USA, 1998.

� Meier, Peter: Capital Market Instruments and their Market Risks. Zurich University of Applied Sciences Winterthur, 2003.

� Porter, Richard E.; Samovar, Larry A.: Intercultural Communication – A Reader. Wadsworth Publishing Company, USA, 2000 (9th edition).

� Redding, Gordon; Stening, Bruce W.: Cross-Cultural Management – Managing Cultural Differences. International library of critical writings on business and management, volume 2, Elgar reference collection, UK, 2003.

� Robertson, Robbie: The Three Waves of Globalization – A History of a Developing Global Consciousness. Zed Books, London, 2003.

� Schuster, Leo: Banking Cultures of the World. Fritz Knapp Verlag, Frankfurt am Main, 1996.

� Scollon, Ron; Scollon, Wong, Suzanne: Intercultural Communication – A Discourse Approach. Blackwell Publishers Oxford UK and Cambridge USA, 1995.

� Thommen, Jean-Paul: Managementorientierte Betriebswirtschaftslehre. Versus Verlag AG, Zurich, 2000 (6th edition).

� Triandis, Harry C.: Individualism & Collectivism. Westview Press, USA, 1995.

� Trompenaars, Fons; Hampden-Turner, Charles: Riding the Waves of Culture – Understanding Cultural Diversity in Business. Nicholas Brealey Publishing, London, 1997 (2nd edition).

� Wöhle, Claudia B.: Private Banking in der Schweiz – Geschäftspolitische Ansätze zur kunden- und ertragsorientierten Steuerung. Verlag Paul Haupt, Bern, 1999.

� Wiseman, Richard L.: Intercultural Communication Theory. International and intercultural communication annual, volume XIX, Sage Publications, USA, 1995.

8.2 Articles

� Beamer, Linda: Learning Intercultural Communication Competence, in: The Journal of Business Communication. Los Angeles, Mar 1992; Volume 29, Issue 3; Pages 285-303.

� Birzele, Josef: Weiterbildung im Handel – Andere Länder, andere Sitten, in: Der Handel. 29.11.2000; Issue 12; Pages 78-79.

� Bohnet-Joschko, Sabine; Schiereck, Dirk: Socially Responsible Management – Impulses for Good Governance in a Changing World, in: Wittener Jahrbuch für ökonomische Literatur. Metropolis-Verlag, Marburg, 2002; Pages 143-166.

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� Chang, Lieh-Ching: An Examination of Cross-Cultural Negotiation: Using Hofstede Framework, in Journal of American of Business. Cambridge, Mar 2003; Volume 2, Issue 2; Pages 567-570.

� Costas, John: Die UBS baut ihr Investment Banking in den USA aus – Konsequente Umsetzung der Strategie, in: Finanz & Wirtschaft. 27.9.2003; Issue 77; Page 17.

� Gancel, Charles: Managing the Pitfalls and Challenges of Intercultural Communication, in: Communication World. San Francisco, Dec 1997/Jan 1998; Volume 15, Issue 1; Pages 24-27.

� Gibson, Robert; Tauber, Teresia; Münster, Mario: 'Return on Culture' – Interkulturelle Kompetenzentwicklung für das internationale Geschäft, in Wirtschaftspsychologie aktuell. Feb 2003; Pages 12-15.

� Griffith, David A.: Executive Insights: An Intercultural Communication Model for Use in Global Interorganizational Networks, in: Journal of International Marketing. Chicago, 2001; Volume 9, Issue 3; Pages 87-104.

� Grübel, Oswald: Über die Expansionsabsichten der Credit Suisse – Eine Schwäche für Modeerscheinungen, in Handelszeitung, The Journal of Business and Management. Switzerland, 8.10.2003; Issue 27; Page 7.

� Grün, Oskar: Globalisierung und Projektmanagement, in zfo: Zeitschrift Führung und Organisation. Germany, 2000; Issue 1; Pages 4-9.

� Kaiser, Fritz: Grosses Privatvermögen sucht Management, in: Neue Zürcher Zeitung. 29.7.2003; Issue 173; Page 25.

� Kleinberger, Günther, Ulla: Verständigungsschwierigkeiten im globalen Dorf, in Neue Zürcher Zeitung. 12.1.2002; Page 83.

� Kleinberger, Günther, Ulla: Weltweit verschiedene Bankkulturen, in Neue Zürcher Zeitung. 3.4.1998; Page 83.

� Lawrence, Hugenberg W.: International Business and Training: Preparing for the Global Economy, in: The Journal of Business Communication. Urbana, Apr 1996; Volume 33, Issue 2; Pages 205-223.

� Neue Zürcher Zeitung (NZZ): Kundenfernes Private Banking. 25.6.2003; Issue 11; Page 24.

� Oberholzer, Roman: Reiche Kundschaft heiss begehrt – Der Wettbewerb im Schweizer Private Banking spitzt sich zu, in: NZZ am Sonntag. 28.9.2003; Page 45.

� Ospel, Marcel: Was wird am häufigsten falsch gemacht?, in: NZZ Folio – Big Business – Die Macher der globalen Wirtschaft. Nov 2000; Issue 11; Pages 94-104.

� Stadler, Peter: Englisch sprechen macht noch kein Geschäft – Globalisierung und interkulturelle Kompetenz, in: Neue Zürcher Zeitung. 21.9.1995; Page 95.

� Wagner, Dieter; Voigt, Bernd: Managing Diversity und internationale Unternehmensführung, Wirtschaftswissenschaftliches Studium, in Issue 2/2003; Pages 112-115.

� Van den Bergh, Samuel: Wer ist interkulturell kompetent? Weltläufigkeit als neue Schlüsselqualifikation in der Arbeitswelt, in Neue Zürcher Zeitung. 17.4.2002; Page 79.

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� Varner, Iris: The Theoretical Foundation for Intercultural Business Communication: A Conceptual Model, in: The Journal of Business Communication. Urbana, Jan 2000; Volume 37, Issue 1; Pages 39-58.

� Verckens, J. Piet: Intercultural Communication in Business and Organisations: An Introduction, in: Business Communication Quarterly. New York, Sep 2001; Volume 64, Issue 3; Pages 121-124.

� Wirtschaft & Weiterbildung: Herausforderungen des Weltmarktes, Issue 7, 2000.

� Wuffli, Peter: "Durststrecke wird länger anhalten", in: Handelszeitung. The Journal of Business and Management. Switzerland, 2.7.2003; Issue 27; Page 5.

8.3 Internet

� Cyr, Donald: The Art of Global Thinking: East, West: Conflicting or Complementary?, in: Pacific Region Forum, http://www.cic.sfu.ca/forum/DonaldCyrFeb27003.html (26.2.2003).

� Dahl, Stephan: An Overview of Intercultural Research, http://stephan.dahl.at /intercultural/conclusion.html (15.9.2003).

� Intercultural Network: Individualismus und Kollektivismus. Dahl, Stephan, http://www. intercultural-network.de/einfuehrung/individualismus.html (15.09.2003).

� Ready, David A.: Globalization is a State of Mind, International consortium for executive development research, USA-Lexington, http://www.icedr.org (15.09.2003).

� Wikipedia Encyclopedia, http://www.wikipedia.org (6.10.2003).

8.4 CD-Rom

� Wurzel, Jaime; Fischman, Nancy K.; Mayo, Sandro: The Cross-Cultural Conference Room. Video and CD-Rom program, Intercultural Resource Corporation, 2002.

� Benneth, Martin F.; Digh, Patricia; Gardenswartz, Lee; et al.: The Global Diversity Desk Reference – Managing an International Workforce. Pfeiffer Publications, USA, 2003.

8.5 Movie

� Bennett, John; Claes, Marie-Thérèse; Forsberg, Jennie, et al.: Doing Effective Presentations in an Intercultural Setting. Community of European Management Schools, Vienna, 1998.

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Appendix A: Survey 'Intercultural Communication'

Remark: The layout of the survey, which was conducted online via the World Wide Web

(www.eyholzer.ch/survey), has been slightly modified in order to implement it in the present

work. To simplify matters, only the English version is presented below.

Willkommen zur Umfrage 'Interkulturelle Kommunikation'

Welcome to the survey 'Intercultural Communication'

Bitte wählen Sie Ihre Sprache:

Please choose your language:

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Deutsch��English

Welcome to the survey 'Intercultural Communication'

Thank you very much that you take time to participate in this survey!

The aim of this survey is to assess and analyse professional and intercultural communication in the Financial Sector and to compile a practical handbook of intercultural communication and intercultural competence for financial consultants.

To fill in the survey, it will take you approximately 15 minutes. Should you have any questions or require assistance, please do not hesitate to get back to Pascal Eyholzer: Phone number +41 79 445 79 11.

Anonymity: Your data are dealt with in top secrecy and in a confidential matter. Should you be interested in the results of the study, you are invited to leave your e-mail address at the end of the survey and we will provide you with a summary of the results.

There are three different questionnaires. Please choose the questionnaire that corresponds to your function:

Human Resource Manager

Client Advisor

Project Manager

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Survey for Human Resources Manager

Survey 'Intercultural Communication' Human Resources Manager

1. What is the percentage of client advisors / task forces in your company who are doing business with other cultures on a regular basis? � smaller than 5% � 5 to 20% � 21 to 50% � more than 50% 2. How many times a year do they get involved in intercultural business meetings or projects? � less than 10x � 10 to 50x � 51 and 100x � more than 100x 3. Do you offer a special education or training program (internal or external) to these employees who are getting in contact with other cultures? � Yes � No If 'Yes', what is the name of the program and what are the key aspects and central issues? Internal program: ....................................................................................................................................... External program: ....................................................................................................................................... Please answer question 4 just in case you answered question 3 with 'Yes'. If you answered question 3 with 'No', please go ahead with question 5. 4. How many times do these employees get the benefit of participating in such a program (internal or external) in order to improve their intercultural communication skills? � less than once a year � once a year � 2 to 5x a year � more than 5x a year 5. Which of the following skills are the most significant and decisive factors in order to be successful in conducting a business meeting with other cultures? Please mark at maximum 5 skills with a cross. CRITERION SKILLS Know-how � Bank- or project-specific know-how � Professional and competent behaviour Customer contact � Open-mindedness towards the foreign culture � Effective presentation skills � Knowledge of ways of creating an intense interpersonal

relationship with a person from another specific culture � Long-standing experience in intercultural communication Communication flexibility � Knowledge of the foreign language (Proficiency in linguistic) � Application of the appropriate communication style according to

the culture of the client or according to the situation � Ability and readiness to adapt specific communication models of

the other culture

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Determined interactive actions � Task- and goal-oriented actions � Awareness of cultural competences of one's own and their

possible field of application towards the other culture � Ability of self-assertion and independent decision-making in

intercultural conditions Emotional stability � Ability to create interactions with inhabitants of foreign cultures

without anxiety � Proficiency in coping with criticism and failure � Tolerance towards ambiguity, indetermination and indifference

of the negotiating partner 6. In your point of view, how would you rate the following statements according to their importance for successful intercultural communication in the financial sector? +2 +1 -1 -2

positive negative Natural talent for dealing with other cultures � � � � Tolerance towards other customs and habits � � � � Importance of active listening rather than talking � � � � Importance of asserting one's own opinion � � � � Suppression of one's own opinion � � � � Extensive education and preparation in order to gain � � � � intercultural competence Profit from experience and knowledge of other � � � � client advisors or intercultural managers Willingness to compromise in intercultural meetings � � � � Punctuality in an intercultural meeting � � � � Developing a relationship with the other culture � � � � Reliability towards the customer � � � � Political and economical stability in the � � � � country of the negotiating partner Loyalty of the organization comes first � � � � (Personal goals come second) 7. How does the company assess and evaluate the intercultural competence of the task force? � Assessment � Workshop � Feedback from other employees � Feedback from team leader � Feedback from customer � Mouth-to-mouth communication � Customer survey � Employee survey � Interview with customer � Interview with employee � Duration of the customer business relation � No particular assessment or evaluation � Others: .................................................................................................................................................... 8. Does the company have a frame of reference or a handbook of intercultural communication and intercultural preparation at the employee’s disposal? � Yes � No

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9. What are the most significant problems in intercultural negotiations in your eyes? Please mark at maximum 3 criteria with a cross. � Insufficient language skills � Different perceptions / misunderstandings � Client is too demanding, too high expectations � Insufficiently prepared presentations � Intolerance of the client � Wrong body-language in intercultural context � Anonymity / impersonality � Too many clients per client advisor � Insufficient intercultural preparation / education � Prejudices / stereotypes towards the other culture � Others: .................................................................................................................................................... 10. Do prejudices and stereotypes towards the other culture play an important role in an

international customer relationship? � Yes � No 11. Where do you see opportunities and/or threats owing to the increasing globalization and internationalization for intercultural communication in the financial sector? ....................................................................................................................................................................... ....................................................................................................................................................................... 12. Do you consider intercultural communication an important corporate value? � Yes � No � Don't know 13. In your eyes and according to your experience, does the majority of candidates for an international client advisor or manager job have enough experience in intercultural communication? � Yes � No 14. Which methods do you recommend in order to increase the intercultural communication and cross-cultural competence of the client advisor or manager? ....................................................................................................................................................................... ....................................................................................................................................................................... 15. What I would like to point out in connection with intercultural communication and cross- cultural competence is that… ....................................................................................................................................................................... ....................................................................................................................................................................... 16. Are you interested in the results and the evaluation of the survey? � Yes � No If 'Yes', please indicate your e-mail address: ................................................................................................

Sincere thanks for your cooperation!

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Survey for Client Advisors

Survey 'Intercultural Communication' Client Advisor

1. How many clients from other cultures do you advise? � less than 100 clients � 100 to 150 clients � 151 to 200 clients � more than 200 2. What is/are the culture(s) you are doing business with on a regular basis? ....................................................................................................................................................................... 3. How many times a year do you get involved in business meetings with this culture? � less than 10x � 10 to 50x � 51 to 100x � more than 100x 4. For how long are you getting in contact with clients from other cultures as regards business? � less than 1 year � 1 to 5 years � 6 to 10 years � more than 10 5. Do you think the country and the culture of the client have a significant influence on his portfolio risk (volatility) tolerance? � Yes � No If 'Yes', why? Which cultures are the most risk-taking and which are the least risk-taking in your eyes? ....................................................................................................................................................................... 6. Does the duration of the customer relationship vary from one culture to the other? � Yes � No If 'Yes', why? Which cultures are more likely to change the client advisor or the financial institute? ....................................................................................................................................................................... 7. What do you consider as the most significant cultural difference between your culture and the culture of the client? What are the chances and threats of this difference? ....................................................................................................................................................................... .......................................................................................................................................................................

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8. Which of the following skills are the most significant and decisive factors in order to be successful in conducting a business meeting with other cultures? Please mark at maximum 5 skills with a cross. CRITERION SKILLS Know-how � Bank-specific know-how � Professional and competent behaviour Customer contact � Open-mindedness towards the foreign culture � Effective presentation skills � Knowledge of ways of creating an intense interpersonal

relationship with a person from another culture � Long-standing experience in intercultural communication Communication flexibility � Knowledge of the foreign language (Proficiency in linguistic) � Application of the appropriate communication style according to

the culture of the client or according to the situation � Ability and readiness to adapt specific communication models of

the other culture Determined interactive actions � Task- and goal-oriented actions � Awareness of cultural competences of one's own and their


intercultural conditions Emotional stability � Ability to create interactions with inhabitants of foreign cultures



positive negative Natural talent for dealing with other cultures � � � � Tolerance towards other customs and habits � � � � Importance of active listening rather than talking � � � � Importance of asserting one's own opinion � � � � Suppression of one's own opinion � � � � Extensive education and preparation in order to gain � � � � intercultural competence Profit from experience and knowledge of other � � � � client advisors or intercultural managers Willingness to compromise in intercultural meetings � � � � Punctuality in an intercultural meeting � � � � Developing a relationship with the other culture � � � �

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Reliability towards the customer � � � � Political and economical stability in the � � � � country of the negotiating partner Loyalty of the organization comes first � � � � (Personal goals come second) 10. How did you prepare yourself before getting in contact with another culture for your first time? � Internal or external training � Intensive language training � Profit from experience of other client advisors � TV, media, documentation etc. � Reading of books of the corresponding country � Consultation of a handbook of intercultural communication � Visit of / Stay in the corresponding country � No particular preparation � Others: .................................................................................................................................................... 11. Have you already had intercultural business experience before having advised your first client? � Yes � No � No, I've just been abroad for private reasons (holidays, language training etc.) 12. Do you intend to do a language training within the next 3 years? � Yes � No � Don't know If 'Yes', which language(s)? ....................................................................................................................................................................... If 'No', are you going to do another training or education program within the next 3 years? ....................................................................................................................................................................... 13. What are the most important factors to retain a customer from another country / with another culture? � Professional competence of the client advisor � Reputation / rating of the company � Risk tolerance and readiness of being innovative � Attractive products and services � High portfolio performance � Regular business meetings / calls � 'Tailor-made” products for the customers' needs � Experience of the client advisor in intercultural business meetings � Knowledge of the other culture � Establish an intense relationship with the client � Others: ...................................................................................................................................................... 14. Do prejudices and stereotypes towards the other culture play an important role in an

international customer relationship? � Yes � No

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15. Where do you see opportunities and/or threats owing to the increasing globalization and internationalization for intercultural communication in the financial sector? ....................................................................................................................................................................... ....................................................................................................................................................................... 16. Do you consider intercultural communication an important corporate value? � Yes � No � Don't know 17. Which methods do you recommend in order to increase the intercultural communication and cross-cultural competence of a client advisor or manager? ....................................................................................................................................................................... ....................................................................................................................................................................... 18. What I would like to point out in connection with intercultural communication and cross- cultural competence is that… ....................................................................................................................................................................... ....................................................................................................................................................................... 19. Personal information: What is your sex? � Male � Female Which language is your mother-tongue? ....................................................................................................................................................................... How old are you? � younger than 30 years � between 30 and 45 � between 46 and 55 � older than 55 20. Are you interested in the results and the evaluation of the survey? � Yes � No If 'Yes', please indicate your e-mail address: ................................................................................................


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Survey for Project Manager

Survey 'Intercultural Communication' Project Manager

1. How many intercultural projects are you in charge of? � less than 2 projects � 2 to 5 projects � 6 to 10 projects � more than 10 2. What is/are the culture(s) you are doing business with on a regular basis? ....................................................................................................................................................................... 3. How many times a year do you get involved in intercultural business meetings or projects? � less than 10x � 10 to 50x � 51 to 100x � more than 100x 4. For how long are you getting in contact with other cultures as regards business? � less than 1 year � 1 to 5 years � 6 to 10 years � more than 10 5. Do you think the country and the culture of the partner has a significant influence on the success of the project? � Yes � No If 'Yes', why? ....................................................................................................................................................................... 6. Owing to your experience, does the duration of the project vary from one culture to the other? � Yes � No If 'Yes', why? Which cultures are more likely to change the project manager or the financial institute? ....................................................................................................................................................................... 7. What do you consider as the most significant cultural difference between your culture and the culture of the client? What are the chances and threats of this difference? ....................................................................................................................................................................... .......................................................................................................................................................................

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8. Which of the following skills are the most significant and decisive factors in order to be successful in conducting a business meeting or a project with other cultures? Please mark at maximum 5 skills with a cross. CRITERION SKILLS Know-how � Project-specific know-how � Professional and competent behaviour Customer contact � Open-mindedness towards the foreign culture � Effective presentation skills � Knowledge of ways of creating an intense interpersonal

relationship with a person from another culture � Long-standing experience in intercultural communication Communication flexibility � Knowledge of the foreign language (Proficiency in linguistic) � Application of the appropriate communication style according to

the culture of the person or according to the situation � Ability and readiness of adapting specific communication

models of the other culture Determined interactive actions � Task- and goal-oriented actions � Consciousness of cultural competences of one's own and their


intercultural conditions Emotional stability � Ability of creating interactions with inhabitants of foreign cultures



positive negative Natural talent for dealing with other cultures � � � � Tolerance towards other customs and habits � � � � Importance of active listening rather than talking � � � � Importance of asserting one's own opinion � � � � Suppression of one's own opinion � � � � Extensive education and preparation in order to gain � � � � intercultural competence Profit from experience and knowledge of other � � � � project managers Willingness to compromise in intercultural meetings � � � � Punctuality in an intercultural meeting � � � �

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Developing a relationship with the other culture � � � � Reliability towards the customer � � � � Political and economical stability in the � � � � country of the negotiating partner Loyalty of the organization comes first � � � � (Personal goals come second) 10. How did you prepare yourself before getting in contact with another culture for your first time? � Internal or external training � Intensive language training � Profit from experience of other project managers � TV, media, documentation etc. � Reading of books of the corresponding country � Consultation of a handbook of intercultural communication � Visit of / Stay in the corresponding country � No particular preparation � Others: .................................................................................................................................................... 11. Have you already had intercultural business experience before being engaged in intercultural projects for your first time? � Yes � No � No, I've just been abroad for private reasons (holidays, language training etc.) 12. Do you intend to do a language training within the next 3 years? � Yes � No � Don't know If 'Yes', which language(s)? ....................................................................................................................................................................... If 'No', are you going to do another training or education program within the next 3 years? ....................................................................................................................................................................... 13. Do prejudices and stereotypes towards the other culture play an important role in an

intercultural project? � Yes � No 14. Where do you see opportunities and/or threats owing to the increasing globalization and internationalization for intercultural communication in the financial sector? ....................................................................................................................................................................... ....................................................................................................................................................................... 15. Do you consider intercultural communication an important corporate value? � Yes � No � Don't know

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16. Which methods do you recommend in order to increase the intercultural communication and cross-cultural competence of a project manager? ....................................................................................................................................................................... ....................................................................................................................................................................... 17. What I would like to point out in connection with intercultural communication and cross- cultural competence is that… ....................................................................................................................................................................... ....................................................................................................................................................................... 18. Personal information: What is your sex? � Male � Female Which language is your mother-tongue? ....................................................................................................................................................................... How old are you? � younger than 30 years � between 30 and 45 � between 46 and 55 � older than 55 19. Are you interested in the results and the evaluation of the survey? � Yes � No If 'Yes', please indicate your e-mail address: ................................................................................................


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Appendix B: Interviews with Experts

Interview with a Project Manager

(Interview partner: Schiller Andreas, 23.9.2003)

1. In welchem internationalen Projekt sind Sie gegenwärtig involviert, respektive wann haben Sie das letzte Mal geschäftlich mit anderen Kulturen zu tun gehabt? Beschreiben Sie bitte kurz dieses Projekt respektive diesen Kontakt!

Ich arbeite momentan an einem internationalen Forschungsprojekt, ein von der EU initiiertes Projekt, welches auch zur Hälfte von der EU finanziert wird. Die Winterthur ist ein User Partner des Endprodukts, wobei zusätzlich folgende sechs Partner in dieses Projekt involviert sind:

− ein Partner aus Spanien; die Technical University of Madrid (UPM, Intelligent System Research Group), welche für die künstliche Intelligenz (Artificial Intelligence) zuständig ist,

− zwei Partner aus Deutschland; die Fraunhofer IPSI (Integrated Publication and Information Systems Institute), welche unter anderem Komponente für die künstliche Intelligenz liefert, sowie die linguatec GmbH (Language Technologies; ein Spin-off von IBM), welche zusammen mit dem Fraunhofer Institut verantwortlich ist für die Sprachkomponenten: Sprachgenerierung, Spracherkennung und Übersetzung,

− ein Partner aus England/Bulgarien; die AvatarMe Ltd. (3D-Avatar-Spezialist), welche für 3D-Komponenten zuständig ist,

− ein Partner aus der Schweiz; die Pixelpark (Schweiz) AG (Interactive Communication), welche als 'Vater' des Projektes 'VIP Advisor' und als Integrator und Koordinator des gesamten Projektes bezeichnet werden kann,

− ein Partner aus Griechenland; die Mellon Technologies (Advanced Technology and Business Consulting), welche aus dem Finanzsektor stammt und den Lead im Projektmanagement haben.

Ziel des Projektes: Entwicklung eines virtuellen Versicherungsberaters (cf. appendix C)

2. Welche Probleme oder Hindernisse treten im geschäftlichen Umgang mit anderen Kulturen primär auf? Wie werden solche interkulturellen Probleme gelöst oder verhindert?

Primäres Problem im interkulturellen Umgang ist sicher die Sprache: Englisch ist nicht bei allen Projektpartnern ausreichend. Kommt hinzu, dass man sich in einer anderen Sprache nicht so ausdrücken kann wie in der Muttersprache: es braucht 2-3 Mal so viel Zeit, wie wenn man das Gleiche auf Deutsch erklären könnte. Und auch dann gibt es immer wieder Missverständnisse, welche die Projektdauer in die Länge ziehen.

Zudem hat man oft auch Terminprobleme mit anderen Kulturen, da diese oft den Termin nicht ernst nehmen respektive die Pünktlichkeit anderer Kulturen zu Wünschen übrig lässt. Aber nicht nur die kulturellen länderspezifischen Unterschiede sind zum Teil problematisch sondern auch die Unterschiede in Bezug auf die Organisation, in welcher die Teilnehmer arbeiten.

Beispiel 1: Bei Teilnehmern aus Non-Profit Organisationen (NPO's) hat man zu Beginn das Gefühl, dass diese ein geringeres Interesse am Projekt aufweisen, im Vergleich zu Teilnehmern die aus einer privatwirtschaftlichen Organisation kommen.

Beispiel 2: Bei Sitzungen und bilateralen Gesprächen muss man sich insofern darauf einstellen, dass gerade in Spanien der Arbeitstag erst nach 10.00 Uhr beginnt, wohingegen wir Schweizer es

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gewohnt sind, dass man um 8.00 Uhr zu arbeiten beginnt. Wenn man sich dann zum Beispiel um 10.00 mit spanischen Projektpartnern geschäftlich verabredet, treffen oft einige Teilnehmer bis zu einer halbe Stunde später ein.

3. Wie werden in Ihrem Unternehmen die Mitarbeiter respektive die Projektteams, welche mit anderen Kulturen geschäftlich in Kontakt treten, auf solche interkulturellen Verhandlungen / Projekte vorbereitet oder ausgebildet?

Ich bin von der Winterthur überhaupt nicht spezifisch auf dieses internationale Projekt vorbereitet worden. Selbstverständlich wurde ich aber immer von meinem Chef unterstützt und konnte von seinen Erfahrungen profitieren. Im Laufe des letzten Jahres habe ich dann noch diverse Projektmanagementkurse sowie Sprachkurse (vor allem Englisch und etwas Spanisch) besucht.

4. Sind Sie Ihrer Ansicht nach ausreichend auf das internationale Projekt sprich den interkulturellen Austausch vorbereitet gewesen respektive von Ihrer Unternehmung genügend ausgebildet worden?

Ich persönlich habe keine Mühe mit interkulturellem Austausch. Einziges Problem war zu Beginn die Sprache (Englischkenntnisse). Dieses Problem habe ich aber insofern bewältigt, als dass ich meine Hemmungen abgelegt habe und in der fremden Sprache, unter Inkaufnahme der erhöhten Fehlerquote beim Reden oder Schreiben, einfach drauf los geredet und geschrieben habe. Ich persönlich bin der Meinung, dass der Schweizer tendenziell gehemmt ist und es im interkulturellen Projektmanagement wichtig ist, dass man diese Hemmungen ablegt und sich durchsetzen kann.

Beispiel: Im Vergleich zu den Deutschen sind wir Schweizer eher zurückhaltend, wir brauchen länger bis wir uns wohl fühlen. Der Deutsche redet einfach drauflos, unabhängig ob all seine Aussagen hundertprozentig korrekt sind.

5. Welche anderen oder zusätzlichen Methoden in Bezug auf die Ausbildung und Unterstützung im Zusammenhang mit der interkulturellen Kommunikation schlagen Sie vor?

Wie bereits erwähnt, erachte ich die Sprachkenntnisse als wichtigsten Aspekt. Zudem muss man sich schnell anpassen und integrieren können. Ich persönlich bevorzuge südländische und deutsche Kulturen.

Haben Sie bevor Sie dieses internationale Projekt in Angriff genommen haben, bereits interkulturelle Erfahrungen auf geschäftlicher oder privater Basis gesammelt?

Nein, ich war vorher geschäftlich nie im Ausland, auch nicht für einen Sprachaufenthalt. Erst im Verlaufe des Projektes hat die Unternehmung einen 4-wöchigen Sprachaufenthalt in England finanziert, wo ich meine Englischkenntnisse verbessern konnte.

Wie bereiten Sie sich persönlich auf interkulturelle Meetings vor?

Ich bereite mich grundsätzlich genau gleich und ganz normal vor, wie wenn das Meeting in der Schweiz wäre.

6. Welche Bedeutung messen sie der interkulturellen Kommunikationsfähigkeit und der interkulturellen, sozialen Kompetenz im Projektmanagement respektive im Umgang mit Projektmanagern aus anderen Ländern mit anderen Kulturen bei?

Gerade bei grösseren Abhängigkeiten gegenüber verschiedener Projektpartner mit verschiedenen Kulturen muss man der Kommunikation und indirekt auch dem Zeitmanagement enorme Beachtung schenken.

7. Wie definieren Sie interkulturelle Kommunikationsfähigkeit und interkulturelle Kompetenz?

Ich definiere dies als die Fähigkeit, durch Überwindung von Sprach- und Kulturbarrieren und korrektes Verhalten das Projektziel erreichen zu können.

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8. Welche Fähigkeiten muss ein Mitarbeiter mitbringen, der sich geschäftlich in verschiedenen Kulturen bewegen muss?

− Geduld

− Fähigkeit, Feingefühl und Sensitivität für andere Kulturen zu entwickeln

− Fachkompetenz

Gerade wenn man nach dem Universitätsstudium direkt in ein solch interkulturelles Projekt involviert wird, hat man anfangs ein mulmiges Gefühl und fühlt sich zum Teil überfordert, wenn man beispielsweise allein nach Spanien und Deutschland reisen und auf Englisch mit diesen Partnern kommunizieren und verhandeln muss. Ich habe für mich persönlich herausgefunden, dass Geschäftsreisen in andere Länder für mich zu aufwendig und zu stressig sind. Ich bin durchschnittlich 2 Mal pro Monat geschäftlich im Ausland und vor allem was das Reisen anbelangt bereits in der Sättigungsphase.

9. Wie wichtig sind die Kenntnisse und das Beherrschen der Sprache der anderen Kultur für den Erfolg des Projekts respektive der Beziehung zu den Projektpartnern?

In den meisten Fällen ist die Kommunikationssprache des Projektes Englisch. Bei Konsortium- und Projektreviewmeetings wird ausschliesslich Englisch gesprochen, während sich die Projektpartner in bilateralen, kleineren Meetings entweder der englischen Sprache oder selten der entsprechenden Landessprache bedienen. Wenn ich beispielsweise im Rahmen des Projektes geschäftlich nach Spanien gehe, kommunizieren wir in Englisch und nicht in Spanisch, da ich Spanisch noch zu wenig gut beherrsche.

Wichtig ist, dass man sich auf eine Sprache einigt, die von der Mehrheit der Beteiligten am Projekt am Besten verstanden wird, also meistens Englisch.

10. Welche Rolle spielen Stereotypen beziehungsweise Vorurteile in der interkulturellen Kommunikation mit anderen Kulturen?? Welchen Einfluss hat die Kultur (Ursprungsland) des Kunden?

Man muss die Stereotypen zum vorneherein kennen und sich mit Ihnen auseinandersetzen, damit man auf den entsprechenden Stereotyp reagieren kann. Ich bin der Meinung, dass die kulturellen Unterschiede in Europa nicht so gross sind, da es mehrheitlich eine christliche Kultur ist, wo alle mehr oder weniger die gleichen oder ähnliche Werte haben. Die unterschiedliche Einteilung des Tages ist sicherlich ein Problem, aber im Vergleich zu Verhandlungen mit Teilnehmern aus Japan, Pakistan sind die Unterschiede diesbezüglich in Europa nicht so markant.

11. Welches sind Ihrer Meinung nach die Auswirkungen (Chancen und Gefahren) der zunehmenden Globalisierung und Internationalisierung auf die interkulturelle Kommunikation und interkulturelle Kompetenz der Kundenberater respektive der Projektteams?

Als positiv respektive als Chance erachte ich die Tatsache, dass man dank der Globalisierung die besten Eigenschaften aus verschiedenen Kulturen eruieren und somit bei der Projektbildung ein produktives und kreatives Team formen kann. Hier komme ich nochmals auf die Stereotypen zu sprechen: Spanier haben mehr Geduld, Deutsche messen bekanntlich der Genauigkeit grosse Bedeutung bei und Schweizer sind bekannt für Ihre Pünktlichkeit.

Gefahren sehe ich in der zunehmenden Komplexität; man hat immer häufiger nicht nur mit verschiedenen Personen und verschiedenen Charakteren zu tun sondern auch mit verschiedenen Kulturen, was das Projektmanagement und die interkulturelle Zusammenarbeit generell komplexer und schwieriger macht.

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Interview with two Human Resources Managers

(Interview partners: Paul Schneider; Thomas Gubser, 25.9.2003)

1. Wie definieren Sie aufgrund Ihrer persönlichen Erfahrung und aufgrund Ihres Wissensstandes interkulturelle Kommunikationsfähigkeit und interkulturelle Kompetenz?

Generell muss man sicher einmal festhalten, dass eine Definition von interkultureller Kommunikationsfähigkeit oder interkultureller Kompetenz je nach Land variiert. Wir [UBS] haben auf der einen Seite ein internationales und auf der anderen Seite ein domestic-orientiertes Wealth Management. International bedeutet, dass Gelder in der Schweiz oder auch in Luxemburg, New Jersey oder Monaco von UBS-Kunden ausserhalb der Schweiz gebucht werden. Daneben existiert das domestic-orientierte Private Banking, wo beispielsweise der Kunde aus England in England betreut wird und in England bucht. Das Domestic Wealth Management wird vor allem in Europa, Asien und Südamerika stark forciert, da das Domestic Wealth Management heute aus verschiedenen Gründen wichtiger wird: Erstens ist Europa heute sehr gut aufgebaut, d.h. viele Länder – Frankreich oder Spanien als Beispiel – stellen heute nicht mehr wie noch vor zwanzig Jahren ein erhöhtes Risiko dar. Dadurch fliesst aber auch Geld, das früher in der Schweiz angelegt worden ist, zurück in diese Länder. Wie die Tax Amnesties in Italien und Deutschland gezeigt haben, fliesst das Geld – vor allem aus rechtlichen Überlegungen und auf Druck verschiedener Regierungen – mindestens zu einem gewissen Teil zurück. Zweitens kommt der lokalen Präsenz eine immer grössere Bedeutung zu. Beispielsweise sind aus Italien Gelder von etwa 15-20 Milliarden an die UBS zurückgeflossen, was ohne lokale Präsenz sicher mit viel grösserem Aufwand verbunden gewesen wäre. In diesem Zusammenhang kann sicher auch die Europa-Initiative erwähnt werden: Hier werden momentan etwa 1500 Anlageberater primär aus den Ländern Deutschland, Frankreich, Spanien, England und Italien angestellt, um die lokale Präsenz in diesen Ländern zu erhöhen. Hier sind wir sicher mit Abstand führend. Ein weiterer Grund für die zunehmende Bedeutung des Domestic Wealth Management liegt sicher darin, dass ein Durchschnittskunde im Wealth Management ein Alter von über 60 hat und dadurch das Geld aufgrund von Erbfolgen oder Zurücktreten eines Patriarchen angelegt wird.

Interkulturell ist es jetzt so, dass ein Schweizer Anlageberater mit gebrochenen Spanisch-Kenntnissen der nach Spanien geschickt wird nicht den gleichen Erfolg haben wird wie ein einheimischer Spanier, welcher den lokalen Markt und die Leute dort kennt, gesellschaftlich voll integriert ist und dadurch über ein ausgezeichnetes Beziehungsnetz verfügt. Im internationalen Umfeld ist es daher sicher wichtig, dass ein ausgeprägtes kulturelles Verständnis beim Kundenberater vorhanden ist. Was die spezifische interkulturelle Kommunikations- und Kompetenzausbildung betrifft, machen wir wahrscheinlich immer noch zu wenig in diesem Bereich. Aber die Leute wachsen ja auch in diesen Märkten auf, d.h. wir nehmen die Leute (beispielsweise Universitätsabsolventen) zuerst einmal als Assistenten im Wealth Management International auf. Dabei lernen diese zuerst einmal mit diesen Kulturen umzugehen. Wir haben auch viele 'Expatriates Assignments', beispielsweise in Asien. Bezüglich interkultureller Kommunikation in asiatischen Umfeld ist interessanterweise hervorzuheben, dass die Chinesen oder Taiwanesen aus Prinzip keinen lokalen Anlageberater wollen, sondern einen Schweizer aus verschiedenen Gründen bevorzugen: Ein Grund liegt sicher darin, dass sie sich dadurch wohler fühlen, weil sie nicht wollen, dass ihre Kollegen aus dem eigenen Land/Region über ihre Vermögensverhältnisse Bescheid wissen. Deshalb sehen sie sich auch lieber international nach einem Berater um, beispielsweise einem Schweizer, der eine andere Kultur hat. Ein weiterer Grund ist sicher das Prestige: Es kann dann betont werden, dass man Kunde bei der grössten Vermögensverwaltungsbank der Welt sei und der Kundenberater extra aus der Schweiz anreise, um einen im Ausland zu besuchen und zu beraten. In Bezug auf die internationale und interkulturelle Präsenz der UBS kann darauf hingewiesen werden, dass wir in den 60 Standorten in verschiedenen Ländern unterschiedliche

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Kommunikationen und unterschiedliche Führungsstile sowie unterschiedliche Arten vorfinden, Entscheidungen zu fällen. Obwohl man sehr international ausgerichtet ist, ist alles sehr lokal geprägt. Dieser Tatsache muss man Rechnung tragen; zumindest bis zu einem gewissen Mass.

2. Verfügt Ihrer Meinung nach und aufgrund Ihrer Erfahrung, die Mehrheit der potentiellen Kandidaten für einen Kundenberater- oder Projektmanagementjob im internationalen Umfeld über genügend Erfahrung in der interkulturellen Kommunikation?

Interkulturelle Kommunikation kann man nicht lernen, sondern man muss es erfahren. Ich bin selber auch 6½ Jahre in Japan gewesen, was für mich einen grossen Kulturschock darstellte. Weiter war ich längere Zeit in Hongkong, London und Singapur. Jedes Land stellt andere Anforderungen an die interkulturelle Kommunikationsfähigkeit und geht man nach Südamerika, dann ist alles nochmals anders. Wie bereits erwähnt, kann man interkulturelle Kommunikation und Kompetenz nicht lernen, sondern man muss die Bereitschaft haben in einem anderen Land mitzuhelfen, sich in diese Kultur einzuleben und zu akzeptieren, dass es anders ist als zu Hause. Man kann einen Chinesen oder Japaner nicht ändern, so dass er seine Nudeln nicht mehr schlürft, nur weil man jetzt Schweizer ist und dieses Verhalten als negativ erachtet. Man muss es akzeptieren können. Bei der Auswahl der Leute geht es uns deshalb primär darum, dass man Mitarbeiter in fremde Länder schickt, welche die 'Cultural Awareness' (kulturelles Bewusstsein) oder zumindest die Offenheit haben, etwas anderes zu lernen und zu akzeptieren. Für Mitarbeiter, die ins Ausland gehen, führen wir interkulturelle Seminare durch. Diese werden von Einheiten durchgeführt, die für die 'Expatriates Assignments' verantwortlich sind. Man versucht dabei auch, die Leute möglichst gut zu integrieren und darauf vorzubereiten. Ist diese Bereitschaft nicht vorhanden, nutzen die Seminare natürlich nichts. Wir brauchen Leute, die hinausgehen und dann auch wieder zurückkommen und diese kulturelle Erfahrung zurückbringen. Wir haben etwa 180 'Expatriates Assignments', vor allem in Asien (hauptsächlich Hongkong, Singapur, Taiwan und Korea, nicht aber in Japan) und Südamerika angesiedelt. Die Haupttätigkeit der UBS im asiatischen Bereich befindet sich aber in Hongkong und Singapur. Von dort aus wird der grösste Teil des Business im innerchinesischen Raum geleitet. Von Singapur aus, werden auch Thailand, Indonesien und die Philippinen abgedeckt.

3. Welche Bedeutung / Stellenwert messen sie der interkulturellen Kommunikationsfähigkeit und der interkulturellen, sozialen Kompetenz als strategisch wichtiger Corporate Value im Finanzdienstleistungssektor im Umgang mit Kunden aus anderen Ländern mit anderen Kulturen bei?

Interkulturelle Kommunikationsfähigkeit ist sicher ein wichtiger Corporate Value im Finanzdienstleistungssektor, aber nicht der wichtigste. Die Fachkompetenz und Fähigkeit, Neugeld zu generieren sind wichtiger.

4. Welche Fähigkeiten muss ein Mitarbeiter mitbringen, der sich geschäftlich in verschiedenen Kulturen bewegen muss? Wie sieht konkret das Anforderungsprofil eines Kundenberaters im Wealth Management International aus?

Die Hauptanforderung ist in erster Linie nicht kultureller Art. Die wichtigste Eigenschaft, die ein Kundenberater mitbringen muss ist die Zielerfüllung, d.h. Kunden und Neugelder akquirieren und gewinnbringend verwalten zu können. Die Hauptziele sind vorwiegend ausgerichtet auf 'Net New Money Production'. Im Moment boomt Asien wieder und wir sind sehr erfolgreich in Asien, und zwar nicht nur aufgrund unseres Namens und der Tatsache, dass wir die Nr.1 sind, sondern auch weil die Performance stimmt. Dies ist unter anderem sicher darauf zurückzuführen, dass wir eine gute sales force (Kundenberater/Verkäufer), ein gutes Management und eine gute Distribution etc. haben. Die Anforderungen an einen Kundenberater sind nicht nur, dass er sehr kommunikativ ist und Verständnis für die lokalen Kulturen aufbringt, sondern vor allem auch, dass er analytisch denken kann, gerne Verantwortung übernimmt und rasch ein Geschäft abschliessen kann. Zudem muss er

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mit Kunden umgehen können, wobei hier nicht nur die soziale Kompetenz eine Rolle spielt, sondern auch die Fähigkeit zum 'Networking' (Aufbau von Beziehungsnetzen). Autorität auf der Kommunikationsebene und Cultural Awareness sind unerlässliche Voraussetzungen, die der Kundenberater mitbringen muss. Auf der anderen Seite zählen, wie bereits betont, für den Kundenberater ganz klar die Resultate und die Performance, die er liefert. Im Ausland ist es vor allem 'Net New Money' und wie viel Basispunkte er auf diesen Kundengelder generiert. Dies ist aber wieder von Land zu Land verschieden. Beispielsweise muss man dem Chinesen oder den Südamerikaner, je nach dem wie viel Geld er bringt, einen Discount geben. Dies hängt mit der Händlermentalität in diesen Ländern ab, was in Europa weniger der Fall ist. Deshalb muss der Kundenberater Cultural Awareness und Verständnis für eine andere Kultur aufbringen. Um erfolgreich zu sein, sollte er diese Kultur gern haben.

Bei der Auswahl der Kundenberater spielen zwei Komponenten eine wichtige Rolle: Entweder braucht man jemanden sofort, oder es handelt sich um eine Career Development Angelegenheit; die UBS nimmt keine Anlageberater, die noch nie im Ausland gewesen sind und gerade Universitätsabsolventen müssen sehr gute Sprachkenntnisse mitbringen. Selbstverständlich sind unter den bestehenden 3'500 Kundenberater, die wir hier im Wealth Management International betreuen, noch einige ältere Kundenberater, die vor Ihrer Kundenberaterkarriere keine Ausland Erfahrungen gehabt haben. Wenn aber heute potentielle junge Kundenberater in das UBS Vorbereitungsprogramm 'Junior Key People' (JKP) kommen wollen, müssen Sie Ausland Erfahrung mitbringen. Falls sie in dieser 1½ jährigen Trainingsphase vom Linienmanager als 'high potential' (JKP mit überdurchschnittlichen Leistungen) markiert werden, gibt man diesen Leuten meistens dann auch die Möglichkeit, international für die UBS tätig zu sein und geschäftlich internationale Erfahrungen zu sammeln.

Man muss in diesem Zusammenhang aber noch ganz klar festhalten, dass ein Schweizer Kundenberater seinen grössten Wert in der Schweiz hat und der Japaner seinen grössten Wert in Japan hat. Da Auslandeinsätze von Kundenberater eine grosse Investition und sehr teuer sind, kommt der Vorevaluation entsprechend grosse Bedeutung zu; man schickt nur die besten Leute während der Trainingsphase ins Ausland, damit man sicher sein kann, dass diese die hohen Erwartungen erfüllen und die Resultate liefern respektive einen Mehrwert für die UBS generieren können.

5. Wie wichtig sind das Wissen über die andere Kultur und das Beherrschen der Sprache der anderen Kultur für den Erfolg der Kundenbeziehung respektive des Projekts?

Das Beherrschen der lokalen Sprache ist meistens nicht so wichtig, aber dafür sollte man Englisch perfekt beherrschen. Sowohl in Hongkong wie auch in Singapur wird Englisch gesprochen. Ausserdem haben wir in der Regel ausschliesslich Kunden, die unsere Internationalität wollen. Wir betreuen international nur sehr vermögende Kunden. Wir sind eine private Bank und haben entsprechend grosse Ansprüche an die Leute, die Geld bei uns anlegen möchten. Entsprechend verkaufen wir unsere Services auch aufgrund der Tatsachen, dass wir international sind und ein grosses Netzwerk haben und zwar nicht nur bei Private Banking Services, sondern auch bei Investment Banking Services.

6. Wie werden in Ihrem Unternehmen die Mitarbeiter respektive die Projektteams, welche mit anderen Kulturen geschäftlich in Kontakt treten, auf solche interkulturellen Verhandlungen / Kundenbeziehungen vorbereitet oder ausgebildet?

Kundenberater, die ins Ausland gehen, müssen hohe Erwartungen erfüllen und brauchen ein gutes Management und ein gutes Coaching, da man in ein neues Umfeld, in eine neue Kultur eintritt. Gerade in den speziellen 'Expatriate Locations' braucht es eine intensive Vorbereitung, da man sonst ja jemand lokal anstellen könnte. Die UBS bietet dazu interne interkulturelle Vorbereitungsseminare

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(Cultural Awareness Programme) an, wo zudem externe Consultants / Experten hinzu gezogen werden. Wichtig ist, dass man sich als Kundenberater sofort integriert und richtig geführt und vor allem am Anfang richtig gecoacht wird; hier geht es in erster Linie um einen Leadership Issue. Die einen schaffen es, die anderen nicht, was oft auch zu Kündigungen führt. Man muss aber eingestehen, dass die UBS keine intensive Vorbereitung macht. Vielleicht auch weil man davon ausgeht, dass der interkulturelle Manager entweder erfolgreich ist oder man es sonst sowieso nicht schafft. Aber die meisten sind erfolgreich. Wichtig ist, dass man Kundenberater anstellt, die technische Fähigkeiten und soziale Kompetenz mitbringen und dadurch ein 'Added Value' (Mehrwert) sind für die UBS.


Ein Problem ist sicher, dass wenn man grosse Kundenberaterteams hat, vor allem in Europa wo man jedes Jahr rund 50% neue Client Advisors meistens von einer anderen Bank mit einer anderen Kultur anstellt, oftmals eine bestimmte Kultur (z.B. Citibank Kultur) in einem Team dominiert. In solchen Fällen ist es wichtig, dass man diese Teams mit 'Expatriates' respektive mit anderen Kulturen 'auflockert'. Entscheidend ist auch, dass sich die Kundenberater mit der Unternehmung identifizieren können und stolz sein können, für die UBS tätig zu sein.

Ein weiteres Problem ist sicher, dass die UBS in gewissen Ländern (z.B. Japan), wo sie weniger stark vertreten ist, an die besten, potentiellen Kundenberater gar nicht herankommt, da diese lieber zu lokalen Banken gehen. In diesem Zusammenhang kann man auf den Diversity Aspekt schliessen, z.B. ist der Frauenanteil in der Schweiz bei den UBS Kundenberatern relativ hoch, da diese in der Schweiz sehr erfolgreich sind, wohingegen in China oder Japan weniger Frauen UBS-Kunden beraten, da diese hier aufgrund des Hierarchieprinzips weniger erfolgreich sind. Dies bestätigt die Politik der UBS, dass man den Diversity Aspekt erfolgreich anwendet.

Problematisch ist sicher auch noch, dass man bei längerer geschäftlicher Auseinandersetzung mit einer anderen Kultur oder wenn man sogar längere Zeit in einer anderen Kultur im Ausland lebt, sich unwillkürlich dieser Kultur anpasst und sich dadurch gleichzeitig der eigenen Kultur entfremdet fühlt. Daher ist es wichtig, die andere Kultur zu akzeptieren, was aber nicht heisst, dass man diese Kultur übernehmen soll. Denn dadurch erscheint man auf beiden Seiten unglaubwürdig.

8. Welche Rolle spielen Stereotypen beziehungsweise Vorurteile in der interkulturellen Kommunikation mit anderen Kulturen? Welchen Einfluss hat die Kultur (Ursprungsland) des Kunden?

In diesem Zusammenhang gilt es zwei Komponenten zu erwähnen: Erstens sind viele potentielle Kundenberater zwar kurz nach dem Universitätsabschluss sehr mobil. Sobald es dann aber ein paar Jahre später darum geht, einige Jahr ins Ausland arbeiten zu gehen, sind die wenigsten bereit, diesen Schritt zu vollziehen und im Rahmen eines Grosseinsatzes in jungen Jahren im Ausland anzupacken (Ausreden: Grossmutter krank, Freundin etc..). Hingegen sind 3 bis 4-monatige Sprachaufenthalte sehr beliebt. Zweitens werden aufgrund der Stereotypen und aufgrund gewisser Vorurteile oder Präferenzen gewisse Destinationen wie Amerika oder London bevorzugt. Asien oder Südamerika sind für die Uni-Absolventen zu risikobehaftet und zu weit von der Heimat entfernt. Oftmals ist die Erwartungshaltung des Kundenberaters gegenüber einer anderen Kultur, auch unter Druck, sehr gross und viele sind nur bereit, ins Ausland arbeiten zu gehen, wenn sie entsprechend höhere Saläre oder zusätzliche 'Benefits' (Vorteile) erhalten. Frage: Was sind meine 'Benefits' wenn ich vom Ausland zurückkehre?

Persönliche Erfahrung: Nachdem ich ein Jahr auf der Bank gearbeitet habe, wurde ich nach Japan geschickt. Als ich anfangs meinen japanischen Chef andeutete, dass ich gerne Japanisch lernen möchte, hat er mich ausgelacht und gesagt, ich sei doch ein Schweizer und sei hier um zu arbeiten

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und nicht zum Sprachen lernen. Nach einigem Zögern hat er dann aber trotzdem zugestimmt und ich konnte meine Cultural Awareness verbessern. Offiziell sollte ich eigentlich rund 6 Monate dort arbeiten, aber schlussendlich sind es 6½ Jahre geworden, ich habe die Region und ein Team von 100 Mitarbeitern übernommen und auf 1000 Leute ausgebaut.


Erstens einmal muss man erkennen, dass Globalisierung ein langwieriger Prozess ist, welcher nicht von einem Tag auf den anderen erfolgt. Zudem kommt es stark darauf an, wie man organisiert ist, d.h. ob man eine regionale, lokale oder funktionale Struktur hat. Die UBS hat eine funktionale Struktur mit einer eingebauten lokalen und regionalen Ebene. Globalisierung hat einen grossen Einfluss auf den Finanzdienstleistungssektor, vor allem auf den Investment Bereich, wo man Transaktionen 24h rund um die Welt (von Europa nach Amerika und von Amerika nach Asien und wieder nach Europa) vornimmt. Sobald die Investment Banker realisieren, dass alle diese UBS-Leute in den verschiedenen Ländern auf einem Bonus Pot sitzen, dann rauft man sich sehr rasch zusammen, da spielt die Kultur keine Rolle mehr. Im Gegensatz dazu ist das Wealth Management ein sehr persönlichkeits- und kontaktbezogenes Business, ein sog. 'People Business' mit einer sehr starken lokalen Komponente.

Globalisierung geht vor allem aufgrund der technischen Entwicklung weiter.

10. Was sind in Ihren Augen die wichtigsten Trends und Entwicklungen im Zusammenhang mit interkultureller Kommunikation im Finanzdienstleistungssektor?

Ich denke, dass immer alles komplexer, anspruchsvoller und internationaler wird, welches mit Neuerungen einhergeht, die von den Kundenberatern und vom Mensch generell gemieden werden.

Bezogen auf die Kultur ist auch neu, dass der Schweizer nicht gewohnt ist 'an die Säcke zu gehen'; der zukünftige Kundenberater muss ein 'Hunter' sein, d.h., er muss aktiv um Neugeld kämpfen. Da sich die Rechtslage ändert und der weltweite Konkurrenzkampf zunimmt, ist es wichtig, dass der Schweizer Kundenberater weniger zurückhaltend ist und vermehrt aus eigener Initiative auf den Kunden zugeht. Also kann man sagen, dass die Ansprüche im Finanzdienstleistungssektor vor allem in der Schweiz sicher höher werden.

Nicht nur sind die Zielsetzungen an den Kundenberater höher und aggressiver geworden, es reicht auch nicht mehr aus, ein guter Kollege des Chefs zu sein oder sich herauszureden; was zählt, sind Zahlen. Deshalb muss man den Kundenberater vermehrt auf Neuakquisitionen ('Hunter-Mentalität') einstellen. Dies ist für die Schweizer sicher neu und bringt einen Wandel in der Kultur der Schweizer mit sich: Man unterscheidet zwischen 'Hunters' und 'Farmers'. Beide sind wichtig, aber beide müssen Geschäfte abschliessen. Der 'Hunter-Kundenberater' geht und holt sich neue Kunden. Es reicht nicht mehr aus, die Kundengelder einfach zu verwalten und mit dem Kunden zu reden. Der 'Farmer-Kundenberater' muss daher schauen, dass er mehr Gewinne auf seinen Geldern produziert und eine aggressivere Verkaufspolitik verfolgt. Die Erwartungshaltung bei der UBS nimmt immer mehr zu, da die UBS immer grösser und globaler wird. Hier hat die UBS eine 'Hiring & Firing Reputation'. Dies hat insofern eine positive Auswirkung als das nur diejenigen Kundenberater zur Bank kommen, die Risiken eingehen. Schlussendlich sind im heutigen interkulturellen und konkurrenzstarken Umfeld nur diejenigen Kundenberater erfolgreich, die auch aggressiv sind. Es ist daher wichtig, solche Leute einzustellen und hier hat die UBS sehr grosse Fortschritte gemacht.

Gemäss Aussage von Ihnen, Herr Schneider lastet dem Schweizer das Stereotyp des verwöhnten und oftmals zurückhaltenden Kundenberaters an. Wie geht die UBS mit diesem Stereotyp um?

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Der Kundenberater wird darauf ausgebildet, dass der Fokus ganz klar kunden- und serviceorientiert ist und er zuerst einmal ganz klar die Kundenbedürfnisse abklären muss: Nur der Kunde bringt uns Geld. Der Kunde steht im Mittelpunkt. In diesem Zusammenhang muss er sich unter anderem zwingend folgende Fragen stellen: Wie will der Kunde anlegen? Ist er eher konservativ oder risikofreudig? Wie sieht seine Situation konkret aus? Mit Hilfe so genannten 'Client Contact Programs' wurde diese an sich einfache Orientierung bei der UBS schematisiert und gefördert.

Im Ausland sind unsere Client Advisors viel aggressiver. Deshalb hat man jetzt auch hier in der Schweiz Massnahmen in dieser Hinsicht getroffen, der Kunde soll vermehrt aktiv auf die Kunden zugehen.

Telephone Interview with a Human Resources Manager

(Interview partner: Lars Van den Bosch, 1.10.2003)

1. Wie definieren Sie aufgrund Ihrer persönlichen Erfahrung und aufgrund Ihres Wissenstandes interkulturelle Kommunikationsfähigkeit und interkulturelle Kompetenz?

Ich bin der Ansicht, dass jemand interkulturell kompetent ist, sobald er weiss, wie er sich in einem anderen kulturellen Umfeld zu bewegen hat und er die Bereitschaft hat oder besser noch grosses Interesse aufweist, eine andere Kultur kennen zu lernen und dieser neuen Kultur mit Toleranz, Interesse und Anpassungsfähigkeit gegenüberzutreten.

Gleichzeitig erachte ich es aber als wichtig, die eigene Identität und seine Ziele nicht aus den Augen zu verlieren.

2. Verfügt Ihrer Meinung nach und aufgrund Ihrer Erfahrung, die Mehrheit der Kandidaten für einen Kundenberater- oder Projektmanagementjob im internationalen Umfeld über genügend Erfahrung in der interkulturellen Kommunikation?

Ich kann hier vor allem aus meiner persönlichen beruflichen Erfahrung im Privat Banking berichten:

Viele unserer Mitarbeiter die ins Ausland entsandt werden, arbeiten bereits in der Schweiz an den verschiedenen Länderdesks (e.g. Taiwan, Germany, Italy etc.) und haben z.T. enge Verbindungen zu den einzelnen Ländern und beherrschen z.T. auch die Sprachen. Daher kann die Frage mit Ja beantwortet werden.

In Bezug auf meine Erfahrungen die ich in Asien gemacht habe, das nun wirklich in den meisten Belangen anders funktioniert wie bei uns, ist gerade das Managen eine Kunst. Kommt man völlig unvorbereitet nach Asien und je nach Auftrag den man erhält, kann das so ziemlich schief herauskommen. Ich möchte aber festhalten, dass man dies nicht generell als Nachteil ansehen kann. Intern braucht es halt z.T. einen 'anderen' Approach um etwas vorwärts zu bringen. Ich bin zwar kein Kundenberater, aber die Kunden haben sich ja auch für eine CH-Bank entschieden und dürften in der Regel auch eher international ausgerichtet sein (immer mehr) und eine dementsprechende Flexibilität an den Tag legen.

3. Welche Bedeutung / Stellenwert messen sie der interkulturellen Kommunikationsfähigkeit und der interkulturellen, sozialen Kompetenz als strategisch wichtiger Corporate Value im Wealth Management im Umgang mit Kunden aus anderen Ländern mit anderen Kulturen bei?

Ich messe der interkulturellen Kommunikationsfähigkeit und Kompetenz als Corporate Value einen sehr hohen Stellenwert bei. Bezogen auf meine asiatische Erfahrung (Singapur) kann ich vielleicht folgendes Beispiel erwähnen: Bei einem Kundenevent (Golfturnier) hat man für die Kunden Mützen anfertigen lassen. Allerdings hat fast keiner der überwiegend chinesischen Teilnehmer die Mütze

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angezogen, da die Mützen eine Farbe hatten die für Unglück steht. Die Leute die den Event organisiert haben, hätten in diesem Fall also besser lokale Personen zu Rate gezogen oder sich vorher damit beschäftigt.

Aus diesem Beispiel kann man die Erkenntnis ziehen, dass man im internationalen Umfeld bei gewissen Kulturen bereits mit kleinen Sachen in ein grosses 'Fettnäpfchen' treten kann.

4. Welche Fähigkeiten muss ein Mitarbeiter mitbringen, der sich geschäftlich in verschiedenen Kulturen bewegen muss? Wie sieht konkret das Anforderungsprofil eines Kundenberaters im Wealth Management International aus?

Wie bereits erwähnt, denke ich, dass das Grundprofil darin bestehen muss, dass er sich auf sein Gegenüber einstellen kann, aktiv zuhört, anpassungsfähig ist und einen ganzheitlichen Ansatz fährt. Sobald man international, geschäftlich in Kontakt mit anderen Kulturen kommt, sollte man sich vorher mit der Geschichte, der Geographie und den 'Customs' in diesem Land auseinandersetzen; das spezifische technische Know-how ist natürlich Voraussetzung.

5. Wie wichtig sind das Wissen über die andere Kultur und das Beherrschen der Sprache der anderen Kultur für den Erfolg der Kundenbeziehung respektive des Projekts?

Bezogen auf die Sprache möchte ich ein 'Ja' und ein 'Nein' anführen. Grundsätzlich kann man das Beherrschen der lokalen Sprache mit Sicherheit als 'door opener' bezeichnen: Wenn ich italienisch oder spanisch sprechen könnte, würde mir dies mit Sicherheit vieles vereinfachen.

Auf der anderen Seite habe ich gehört, dass es Regionen gibt bei denen die Kunden eher skeptisch werden, falls jemand Ihre Sprache perfekt beherrscht, weil sie sich dann hinterfragen, warum jetzt dieser 'Fremde' ihre Sprache kann.

Viele unserer Kunden und deren Kinder haben einen sehr internationalen Background und haben vielfach auch internationale Ausbildungen genossen und können sich entsprechend verständigen.

Nichts desto trotz gibt es natürlich auch andere Beispiele – einer der reichsten Männer in Thailand spricht nur Thai – hier ist es sicher unerlässlich, wenn man die lokale Sprache ein wenig beherrscht, um eine erfolgreiche Kundenbeziehung aufbauen zu können.

6. Wie werden in Ihrem Unternehmen die Mitarbeiter respektive die Projektteams, welche mit anderen Kulturen geschäftlich in Kontakt treten, auf solche interkulturellen Verhandlungen / Kundenbeziehungen vorbereitet oder ausgebildet?

Hier kann man die Ausbildung der CS sicherlich noch als 'stiefmütterlich' bezeichnen, da man in dieser Hinsicht relativ wenig anbietet. Es gilt aber anzufügen, dass man interkulturelle Kommunikationsfähigkeit und Kompetenz mit Einschränkung nur z.T. mit Ausbildung erlangen kann. Die meisten unserer Kundenberater haben entweder langjährige Erfahrungen im entsprechenden Markt, sind selber oder haben Verwandte aus der entsprechenden Kultur und beherrschen die Landessprache. In Bezug auf interkulturelle Kommunikation bietet die CS Programme wie 'Leadership Across Cultures' an. Spezifisches Cultural Training ist nur im Einzelfall vorgesehen und falls der Mitarbeiter eine solche Ausbildung effektiv benötigt. Dazu würden dann externe Consultants beigezogen. Es besteht aber auch intern die Möglichkeit und das Know-how, eine solche entsprechende Ausbildung 'ad-hoc' zu organisieren, was jedoch bisher, so viel mir bekannt ist, noch nicht gemacht wurde.

7. Welche anderen oder zusätzlichen Methoden in Bezug auf die Ausbildung und Unterstützung im Zusammenhang mit der interkulturellen Kommunikation schlagen Sie vor?

Ich würde es als vorteilhaft erachten, wenn man mit internen Leuten ein interkulturelles Ausbildungsprogramm auf die Beine stellen könnte und der Junior Kundenberater von den interkulturellen Erfahrungen erfahrener Kundenberater profitieren könnte.

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Letztendlich liegt es aber an jedem Mitarbeiter selbst, sich die entsprechende interkulturelle Kompetenz anzueignen, sei es durch das Lesen von Büchern über das entsprechende Land oder durch intensive Auseinandersetzung mit der Geschichte und der Geographie des Landes. Ich persönlich habe mich vor allem durch Lesen auf die andere Kultur vorbereitet. In diesem Zusammenhang kann ich die Reihe 'Cultural shock' empfehlen, welche viele wertvolle 'Insights' und Tipps vermittelt.

Daneben bin ich der Meinung, dass der on-the-job Ausbildung die grösste Bedeutung zukommt, da man vom Senior Client Advisor und den täglichen Interaktionen sicher am meisten profitieren kann und es deshalb wichtig ist, dass dieser sich für den Mitarbeiter Zeit nimmt und seine interkulturelle Erfahrung weitergibt.

8. Welche Probleme oder Hindernisse treten im geschäftlichen Umgang mit anderen Kulturen generell auf? Wie werden solche interkulturellen Probleme gelöst oder verhindert?

Ich weiss nicht, ob man interkulturelle Probleme je nach Branche unterscheiden kann. Wenn ein Schweizer keine Erfahrung mit der Kultur in Singapur hat und jetzt mit diesem Land geschäftlich in Kontakt tritt, indem er beispielsweise das dortige Departement auf Vordermann bringen soll, denke ich, ist es sinnvoll, dass er sich vorher intensiv mit der Kultur beschäftigt, um das bestmöglichste Vorgehen wählen zu können. Wenn er hingegen keine Ahnung von der anderen Kultur hat und dieser dann die schweizerische Kultur aufdrängen will, wird dies automatisch zu Problemen und Konflikten führen. Allerdings kommt dies auf den Einzelfall drauf an, vielleicht ist die Einführung einer drastischen Änderung das einzige Mittel um erfolgreich zu sein. Man muss sich dann aber wiederum bewusst sein, was die Änderung in dieser Kultur auslöst.

Was mögliche Massnahmen zur Lösung solcher interkultureller Probleme anbelangt, hilft es nur, wenn man sich mit den anderen Gegebenheiten beschäftigt und sich dem Gegenüber tolerant zeigt; ändern kann man die andere Kultur nämlich nicht – man muss mit Ihr arbeiten können. Gerade damit haben aber viele ein Problem, da die eigene Kultur tief verankert ist und man oft nicht bereit ist, etwas zu ändern, zu verstehen oder sich einer anderen Kultur anzupassen und das 'Beste' daraus mitzunehmen.


Stereotypen sind überall ein Problem. Ich habe Leute erlebt, die 4-5 Jahre als Expatriates in Singapur geschäftlich tätig waren und in diesen 'Expatriate Locations' fast ausschliesslich mit anderen Expatriates zu tun haben wollten; sie lebten in einer Art 'Bubble' und haben so nicht viel von der anderen Kultur mitbekommen. Diese Leute schaffen es in der Regel dann auch nicht, ihre Stereotypen oder Vorurteile gegenüber der anderen Kultur abzubauen und sich mit einer anderen Kultur respektive den Leuten in dieser Kultur anzufreunden.

Daraus kann man meiner Meinung nach schliessen, dass obwohl jemand schon mehrere Jahre im Ausland geschäftlich tätig war, dies nicht automatisch zur Annahme verleiten darf, dass er interkulturell kompetent ist.

10. Welches sind Ihrer Meinung nach die Auswirkungen (Chancen und Gefahren) der zunehmenden Globalisierung und Internationalisierung auf die interkulturelle Kommunikation und interkulturelle Kompetenz der Kundenberater respektive der Projektteams? Sehen Sie Trends und Entwicklungen im Zusammenhang mit interkultureller Kommunikation im Finanzdienstleistungssektor?

Wenn ich die Strategien der Banken anschaue, kann man grundsätzlich einen Trend darin erkennen, dass die Banken nicht nur auf die traditionellen 'Business Channels' fokussieren sondern immer mehr

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auch darauf ausgerichtet sind, internationale Standbeine aufzubauen, um Neugeld generieren zu können. Dies führt automatisch zu interkulturellen Gefahren, wenn man nämlich weiterhin aus einer isolierten Perspektive kommuniziert und nicht offen und anpassungsfähig genug ist, um sich auf andere Kulturen und Kommunikationswege einzustellen und Angst hat, dabei seine eigene Identität zu verlieren.

Auf der anderen Seite sind die Kunden und auch deren Kinder (internationale Ausbildung) immer internationaler ausgerichtet, was sicher als Chance in der zunehmenden Globalisierung erachtet werden kann. Eine Gefahr sehe ich hier darin, dass wir unsere Kinder nicht genügend international ausbilden.

Abschliessend möchte ich darauf hinweisen, dass man generell die interkulturelle Erfahrung in der Berufspraxis selber sammeln muss und man dies am besten vor Ort macht.

Interview with a Client Advisor

(Interview partner: Joanny Dalloz, 6.10.2003)

1. Wie definieren Sie aufgrund Ihrer persönlichen Erfahrung und aufgrund Ihres Wissenstandes interkulturelle Kommunikationsfähigkeit und interkulturelle Kompetenz?

Grundsätzlich kann man dies sicher einmal als die Fähigkeit bezeichnen, im Umgang mit Menschen aus anderen Kulturen erfolgreich und effizient zu kommunizieren oder zu verhandeln. Weiter kommt gerade im internationalen Client Advisory der Anpassungsfähigkeit und der Cultural Awareness gegenüber dem Kunden eine entsprechend grosse Bedeutung zu. Wichtig dabei ist es, dass man in der Lage ist, vorhandene 'Clichées' (Stereotypen) gegenüber dem Kunden zu unterdrücken oder zu beseitigen, da solche Differenzen oder Vorurteile sich negativ auf die Kundenbeziehung auswirken. In diesem Zusammenhang kann zur Veranschaulichung die in der Schweiz immer wieder aufkeimende Diskussion über Vorurteile und Differenzen zwischen Romands und Deutschschweizer als Beispiel erwähnt werden. Wichtig ist es, dass man sich gegenseitig versteht, respektiert und erfolgreich zusammen arbeiten kann.

2. Sind Sie Ihrer Ansicht nach ausreichend auf den interkulturellen Austausch vorbereitet gewesen respektive von Ihrer Unternehmung genügend ausgebildet worden?

Ich persönlich bin der Meinung, dass es am Vorteilhaftesten ist, wenn der Kundenberater der gleichen Kultur wie derjenigen des zu betreuenden Kunden angehört. Man muss hier aber zwischen europäischen und asiatischen Kulturen unterscheiden. Der grösste Teil der Kulturen in Europa sind einander sehr ähnlich und deshalb braucht es hier keine spezielle Ausbildung in Bezug auf interkulturelle Kommunikation und Kompetenz. Hingegen was Beratungsgespräche mit Kulturen aus asiatischen Ländern angeht bin ich überzeugt, dass es hier sehr wichtig ist, sich vorher intensiv mit der Kultur auseinanderzusetzen und man auf den Kontakt mit diesen speziellen Kulturen vorbereitet und entsprechend ausgebildet wird.

Aber gerade die Schweiz als multikulturelles Land mit seinen vier verschiedenen Landessprachen hat hier sicher einen grossen Vorteil. Was mein Team im Wealth Management International Desk Frankreich anbelangt, haben wir ausschliesslich Kundenberater, die entweder Franzosen sind oder aus der Romandie stammen, die der französischen Kultur sehr nahe stehen.

Um ein Beispiel in Bezug auf interkulturelle Ausbildung zu nennen, kann das 'Social Event' (sozialer Anlass) in Chamonix aufgeführt werden, welches wir [UBS] kürzlich dort durchgeführt haben. Dieser 1 ½ Tage dauernde Anlass hat den Kundenberatern die Gelegenheit gegeben, sich intensiv mit der

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anderen Kultur zu beschäftigen und diese auch einmal mehr von der privaten Seite her kennen zu lernen.

3. Welche anderen oder zusätzliche Methoden in Bezug auf die Ausbildung und Unterstützung im Zusammenhang mit der interkulturellen Kommunikation schlagen Sie vor?

Eine der besten Methoden, um interkulturelle Kommunikation zu praktizieren ist ein Austausch im entsprechenden Land, wo man lernt, tagtäglich mit der anderen Kultur umzugehen und zusammen zu arbeiten.

4. Verfügt Ihrer Meinung nach und aufgrund Ihrer Erfahrung, die Mehrheit der potentiellen und bestehenden Kundenberater im UBS Wealth Management über genügend Erfahrung in der interkulturellen Kommunikation?

Diese Frage ist für mich etwas schwierig zu beantworten. Interkulturelle Kommunikationsfähigkeit muss der UBS Kundenberater mitbringen. Wie ich bereits erwähnt habe, muss man interkulturelle Kommunikation in der Praxis erlernen. Je mehr man geschäftlich mit anderen Kulturen zu tun hat, umso mehr interkulturelle Erfahrung gewinnt man und umso erfolgreicher wird man im Zusammenarbeiten mit anderen Kulturen.

5. Welche Fähigkeiten und Charaktereigenschaften muss ein Kundenberater mitbringen, der sich geschäftlich in verschiedenen Kulturen bewegen muss?

Der Kundenberater muss Flexibilität, Offenheit und Toleranz gegenüber anderen Kulturen sowie Interesse an der anderen Kultur haben. Das heisst es ist wichtig, dass man immer auf dem Laufenden ist und weiss, was im Land des Kunden geschieht und was dort aktuell ist. Man muss wissen, was in der französischen Politik und Wirtschaft aktuell ist, damit man mit dem Kunden auch Small Talk über sein Land führen kann. Das heisst neben dem performance-orientierten Denken und der fachlichen Kompetenz sowie analytischer Fähigkeiten muss der Kundenberater vor allem kommunikativ sein und sich für das Land des Kunden interessieren und informieren. Weiter muss der Kundenberater die Unterschiede in Bezug auf seine eigene Kultur kennen (Cultural Awareness) und sich entsprechend der Kultur des Kunden anpassen können. Daher ist es sicher von Vorteil, wenn der Kundenberater aus dem gleichen Land wie der Kunde selber kommt, da er dann nicht nur das Land besser kennt sondern es für ihn dann auch einfacher ist, ein breites Beziehungsnetz aufzubauen.

6. Welche Bedeutung messen sie der interkulturellen Kommunikationsfähigkeit und der interkulturellen, sozialen Kompetenz in der Beratung von Kunden aus anderen Ländern mit anderen Kulturen als strategisch wichtiger Corporate Value für Ihr Unternehmen bei?

Aufgrund der zunehmenden Globalisierung kommt der interkulturellen Kommunikationsfähigkeit sicher eine immer grössere Bedeutung zu. Wir wachsen langsam aber sicher zu einem globalen Dorf zusammen und deshalb ist es immer wichtiger, dass man offen ist und sich gegenüber anderen Kulturen tolerant zeigt und lernt, diese zu akzeptieren. Grundsätzlich bin ich der Meinung, dass interkulturelle und soziale Kompetenz ein wichtiger Corporate Value ist, aber fachliche Kompetenz sicher wichtiger ist.


Ein konkretes Beispiel aus dem Frankreich Desk habe ich keines. Ich habe aber früher einmal geschäftlich mit der marokkanischen Kultur zu tun gehabt. Diese Kunden sind sehr sensibel und kritisch und man muss sich sehr genau über diese Kultur informieren und zwar nicht nur über das politische und wirtschaftliche Geschehen sondern vor allem auch in Bezug auf die Religion, Bräuche und Traditionen in Marokko. Auch ist es wichtig, sich regelmässig über die persönlichen Interessen

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und die Familie des Kunden zu erkundigen und seine Probleme und Wünsche ernst zu nehmen bzw. realisieren zu können.

Oft besteht auch das Problem, dass der Kunde falsche oder zu hohe Erwartungen hat, was sich dann oft negativ auf die Kommunikation und die Kompromissbereitschaft auswirkt. Hier ist es wichtig, dass man in jedem Gespräch die Kundenbedürfnisse und seine Erwartungen genauestens analysiert und mit ihm zusammen realistische Performanceziele und Anlagestrategien ausarbeitet.


Ich persönlich erachte Stereotypen mehrheitlich als positiv. Stereotypen gegenüber anderen Kulturen muss man als Herausforderung oder Chance ansehen, mit gezielten Fragen und regelmässigen Kundengesprächen nicht nur diese 'Clichés' abzubauen sondern auch den Kunden und seine Kultur näher kennen und verstehen zu lernen. Beispielsweise ist es gerade am Anfang oft der Fall, dass der Kunde aufgrund seiner Vorstellungen über die Schweiz ein gewisses Verhalten wie z.B. Pünktlichkeit erwartet oder gewisse spontane Äusserungen als negativ interpretiert, falls diese nicht mit seinem Stereotyp der Schweiz gegenüber übereinstimmen. Wichtig ist, dass man zusammen auf einen gemeinsamen Nenner kommt, indem man einen intensiven Kontakt zur anderen Kultur pflegt und gemeinsame Ziele definiert und alle Informationen offen und ehrlich kommuniziert.

9. Welche Bedeutung kommt der interkulturellen Kompetenz und Kommunikation für den Aufbau einer intensiven und nachhaltigen Kundenbeziehung zu? Wie wichtig sind dabei die Kenntnisse und das Beherrschen der Sprache der anderen Kultur für den Erfolg der Kundenbeziehung?

Im Wealth Management International kommt der interkulturellen Kompetenz im Zusammenhang mit dem Aufbau einer erfolgreichen Kundenbeziehung insofern eine grosse Rolle zu, als dass man fähig sein muss, mit der zu betreuenden Kultur nicht nur geschäftlich erfolgreich zu kommunizieren sondern sich auch über private oder generelle Angelegenheiten unterhalten zu können, um so eine freundschaftliche Beziehung zum Kunden herzustellen. Dies kann dann als Basis dienen, um mit Hilfe des Kunden, z.B. durch Mund-zu-Mund Propaganda – neue Kunden zu akquirieren respektive das Beziehungsnetz zu erweitern. Für ein erfolgreiches 'Networking' erachte ich In-Joke93 als wichtige Methode, um erfolgreich mit der anderen Kultur zu kommunizieren. Das heisst, man muss mit Hilfe von Small Talk sowie anregenden und interessanten Diskussionen den Kunden 'unterhalten', indem man eben mit so genannten In-Jokes ('Insiderjokes') das Gespräch auflockert.


Die zunehmende Globalisierung und weltweite Expansion der UBS bringt sicher den Vorteil des wachsenden Akquisitionspotentials mit sich. Auf der anderen Seite nimmt aufgrund der rasch voranschreitenden Globalisierung der Konkurrenzkampf im Finanzdienstleistungssektor zu.

93 An in-joke is a joke whose humour is only clear to those people who are 'in' a group which has some prior knowledge (not

known by the whole population) which makes the joke thus humorous. The group of people could be just a few people who work

together, or residents of a particular town, […]. Definition by http://www.wikipedia.org/wiki/In-joke.

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Appendix C: Project 'VIP Advisor' of Winterthur Insurance

What is VIP Advisor? 94

VIP Advisor is a standalone advice instrument in the area of finance and insurance. The main idea of the VIP Advisor-project is to develop a personal virtual insurance and finance assistant with new means of interaction.

What is the purpose of VIP Advisor?

The VIP-Advisor project aims to bring virtual assistants into new dimensions of usability and intelligence and focuses on advice intensive services just as risk management in the area of finance and insurance. VIP Advisor consists of a simple user interface, the possibility of a seamless integration into existing platforms and workflows, as well as the use of natural language to navigate within the application.

What makes VIP Advisor successful?

The interplay of natural language, online translation, 3D-avatar technology and artificial intelligence creates a powerful instrument that will have a wide acceptance among users. By means of online live communication, in the TV-like surrounding of a virtual studio, the photorealistic avatar of the advisor simulates a real advice situation in a one-to-one personal dialogue. It is based on the unique interaction of several state-of-the-art technologies:

94 For further information concerning the project 'VIP-Advisor' confer to http://vip-advisor.fi.upm.es.

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Appendix D: Other Contacts with Experts

Contact with Experts (Interview)

Company Place Interview partner

Credit Suisse Zurich (CH) Lars van den Bosch Human resources manager at Credit Suisse Wealth Management International

UBS Zurich (CH) Paul Schneider Head human resources manager at UBS Wealth Management International Thomas Gubser Representative head human resources manager at UBS Wealth Management International

UBS Zurich (CH) Joanny Dalloz Team leader Desk France and client advisor at UBS Wealth Management International

Winterthur Insurance Winterthur (CH) Andreas Schiller Project manager at Winterthur Insurance

Contact with Experts (via E-mail or Phone)

Company / Association

Place Contact

Federal Statistical Office of Switzerland

Neuchâtel (CH) Raymond Gigandet Informant at the Federal Statistical Office

International Management Development (IMD)

Lausanne (CH) Claude Oggier Project manager at the IMD

International Organization for Standardization (ISO)

Denver (USA) Joseph Martinez Information Officer at ISO

Middlesex University Business School

London (UK) Stephan Dahl Interculturalist and Senior Lecturer in Marketing at the Middlesex University

National Center for Cultural Competence

Washington (USA)

Tawara D. Goode Project Director at the National Center for Cultural Competence

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Appendix E: Concept and Procedure of this Diploma Thesis

Procedure In the beginning of July 2003, I received the confirmation from Tessa Meuter to investigate and evaluate the topic 'Intercultural Communication – How International Companies prepare their Employees to do Intercultural Business with other Cultures'. Instantly, I drew up a detailed project plan which you can find at the end of appendix E. Due to my special interest in the financial sector, I came up with the idea of creating a practical handbook for client advisors and project managers which led to the slightly modified title. Subsequently, I contacted potential interview partners and began with the research. While reading articles, books and working papers, I developed the bilingual questionnaires (English/German) and the interview questions.

After finishing my final exams in the first two weeks of September, I intensified my research with additional commercial data research and by contacting international organizations and experts by emails or by phone. An important work of my practical thesis was the launch of the interviews and the surveys. The field research consists of three personal interviews and one phone call interview. The questionnaire was carried out online via the World Wide Web which you can find on the following link: www.eyholzer.ch/survey.

The recommendations in chapter six are based primarily on information gathered from literature, articles and on the evaluation and interpretation of the results from the survey and the interviews as well as on experience and ideas of the author.

Methods of Enquiry

Online-Survey95 After an extensive desk research, the survey has been developed for three different functions in two different languages: client advisor, project manager and human resources manager. It contains quantitative and qualitative questions. Due to the restricted time limit to compile this thesis and the advantage of higher response rate of online-surveys, it was carried out via the Internet.

Three Structured Face-to-Face Interviews96 The three meetings in the facilities of the corresponding financial institute were a great opportunity to not only gain high-quality and spontaneous information but also to experience the attitude of experts toward intercultural communication. The interviews were conducted in a structured way: The interviewees always received the questions at least one day beforehand so as to be able to prepare for the interview.

Telephonic Interview with a Structured Question Form97 Additionally, another qualitative method was made use of, the interview by phone. Even though it was an oral interview as well, this enquiry method is characterized by the spatial distance and the impersonal contact.

95 cf. Thommen, Jean-Paul (2000), page 132. 96 cf. Ergenzinger, Rudolf, Thommen, Jean-Paul (2001), page 91. 97 dito, page 92.

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Availability and Use of Sources

Due to the enormous flow of information concerning intercultural communication and its subtopics, it was necessary to establish priorities and to focus on the information which is related to practice and which is of interest for the reader of this handbook.

Primarily, the information for the theoretical background was gathered from literature or working papers in commercial data banks. In addition, the Internet gave some interesting hints to literature and statements in connection with intercultural communication for the theoretical background.

The core information of this diploma thesis is based on interviews with professionals in the financial sector, the results of the online-survey and on the author's personal experience in intercultural communication.

Moreover, several interculturalists and international organizations and universities all over the world have been contacted; they contributed to this thesis with valuable information, interesting documentations and clues (cf. appendix D).

Time Scheduling

Month / Year July 2003 August 2003 Sept. 2003 October 2003

Calendar week 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42

Preparation phase

Gathering of information

Project structure

Contact interview partners

Evaluation and conception phase

Composition of thesis

Creation of the survey

Main phase

Launch of the survey

Launch of the interviews

Evaluation of the survey

Consolidation phase

Consolidation

Handing over of the DT

Figure 27: Time scheduling

Source: Graph by author.

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Appendix F: Letter of Contact

E-mail (Letter of Contact)

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Appendix G: Letter of Thanks

Letter of Thanks (Survey)

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Declarations

Declaration of Originality

"I hereby declare that this thesis was composed by my self without help from third parties, using

only the references listed in the bibliography. Moreover, I agree not to distribute this thesis to

third parties – except to those individuals who provided me with (substantial) information for the

completion of my thesis, or who supported me in selecting the topic of my paper – without the

written permission of the head of the department."

Pascal Eyholzer _______________________

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Declaration of Distribution

Declaration of the lecturer

Distribution 1) of the diploma thesis 'Intercultural Communication – A Practical Handbook for the

Financial Sector'

The thesis presented here

� is not to be distributed

� may only be distributed with my consent

� may only be distributed in the first 3 years with my consent

� may be distributed to the following (target) groups and/or individuals

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

� may be freely distributed.

_____________________________ ____________________________

(Place, date) (Signature of the lecturer)

1) 'Distribution' here includes access to in-house reference copies, as well as lending copies and selling them at cost. These

stipulations only apply to (the staff and students of) Zurich University of Applied Sciences.

diploma thesis intercultural communication

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