Understanding the Italian Buyer: A Cross Cultural Perspective

1
Understanding the Italian Buyer A Cross
Cultural Perspective

• Antony Girlando, D.B.A.
• October 27, 2004
• Maine International Trade Center

Tel. [phone] mailtoagirland_at_sjcme.edu
2
My Contribution
3
As an Italian native with Italo-American parents
and a lifetime of experience in Italy and the U.S.

• Cultural, personal, and business background

4
Years of Studying Cross Cultural Research
5
Additional Resources

• Historians, Sociologists, and Italian Business
  People

6
Agenda

• My goals
• Your expectations________________________________
  __________________________________________________
  ________

7
Background of Italy

• Young country with old local traditions
• Lack of nationalism
• Cynical regarding government
• Extended family replaces the nation

8
Background of Italy

• Nominally Roman Catholic
• Influx of foreigners causing social problems
• Euro has increased cost of living

9
5 Dimensions of National Character (see appendix
for definitions)

• Individualism versus Collectivism
• Uncertainty Avoidance (Risk)
• Power Distance (Power Hierarchies)
• Masculinity versus Femininity
• Long-Term versus Short-Term Orientation

Hofstede, G. (2001). Cultures Consequences
Comparing values, behaviors, institutions, and
organizations across nations (2nd ed.).
California, Sage Publications Inc.
10
National versus Individual

• Italian individual may be a replica of American
  national characteristics
• Preparing for worst case scenario
• Keep in mind that difference accentuates as you
  move from north to south

11
U.S. National Character

• The U.S. exporter

12
Americans are seen as

• Open
• Friendly
• Informal
• Optimistic

• Creative
• Loud
• Naive
• Vital

Hall, E, Hall, M. (1990). Understanding
Cultural Differences Germans, French, and
Americans. Maine, Intercultural Press, Inc.
13
Individualism

• Highest in the world

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
14
Risk

• Extreme tolerance

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
15
Power Hierarchies

• Dislike

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
16
Feminine Dimension
Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
17
Short-Term Orientation
Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
18
Italian National Character (Culture)

• 5 Dimensions

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Individualism

• Low-to-Medium
• .

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
20
Risk

• Not prone to taking risk

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
21
Power Hierarchies

• Natural order of life

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
22
Masculine Dimension
Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
23
Short-Term Orientation
Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
24
On the average

• U.S.
• Low acceptance of hierarchies power differences
• Feminine society

• ITALY
• Very comfortable with hierarchies power
  differences
• Masculine society

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
25
On the average

• ITALY
• Much lower Individualism
• Uncomfortable with risk

• U.S.
• Highest Individualism
• Comfortable with risk

Girlando, A., Anderson, C., Zerillo, J. (2004).
An examination of Hofstedes paradigm of
national culture and its malleability Italy and
U.S. thirty years later. Journal of
Transnational Management Development, 10(2).
26
The Italians

• Multi tasking
• Tolerant of constant interruptions
• Totally involved with people
• Intense eye contact

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
27
The Italians

• Message beyond words
• Use all senses visual, auditory, and olfactory
• Expression in faces and gestures

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
28
The Italians

• Not necessarily on time, delivery dates or
  deadlines
• Reconfirm appointments a day or two ahead of time

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
29
The Italians

• Filled with waiting and emergencies
• May change plans at the last minute

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
30
The Italian Network
Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
31
Affect of network

• Economic and political conditions that affect
  their business
• Change of mind may be a sensible adjustment to
  the changing times

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
32
Affect of network

• Long term planning may be difficult
• Find that many in the network may be involved in
  the business

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
33
Italian Lifestyle

• Enjoy life day by day
• Living in style and elegance
• Dont speak of money or possessions
• Like U.S. academics (ideas, literature, politics,
  scholarly references)

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
34
Italian rhythm and space

• Italians are fast moving and flexible fast
  traffic slow cappuccino
• Italians start slowly and then accelerate to end
  at 800 p.m.

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
35
Italian rhythm and space

• Personal space is smaller
• Eye contact and gesticulation
• Move together

Adapted from Hall, E, Hall, M. (1990).
Understanding Cultural Differences Germans,
French, and Americans. Maine, Intercultural
Press, Inc.
36
Final suggestions

• Value differences between U.S. and Italy
• Empathy, comfort, and personal relationships
• Enjoy the trip and people you meet

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Conclusion

• Q A
• Contact me at 893-7986 or agirland_at_sjcme.edu
• (please place the word Italy in the subject
  area in all e-mails)

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Appendix

• DIMENSIONS OF CULTURAL VALUES (Hofstede, 1991)
• INDIVIDUALISM/COLLECTIVISM
• Individualism stands for a society in which the
  ties between individuals are loose everyone is
  expected to look after himself or herself and his
  or her immediate family only (p. 261).
• Collectivism stands for a society in which people
  from birth onwards are integrated into strong,
  cohesive in groups that throughout people's
  lifetime continue to protect them in exchange for
  unquestioning loyalty (p. 260).
• POWER DISTANCE
• Power distance describes the extent to which the
  less powerful members of institutions and
  organizations within a country expect and accept
  that power is distributed unequally (p. 262).
• MASCULINITY/FEMININITY
• Masculinity describes a society wherein gender
  roles are clearly distinct men are supposed to be
  assertive, tough and focused on material success
  whereas women are supposed to be more modest,
  tender, and concerned with the quality of life
  (p. 262).
• Femininity describes a society in which social
  gender roles overlap both men and women are
  supposed to be modest, tender, and concerned with
  the quality of life (p. 261).
• UNCERTAINTY AVOIDANCE
• Uncertainty Avoidance describes the extent to
  which the members of a culture feel threatened by
  uncertain or unknown situations (p. 263).
• LONG-TERM ORIENTATION
• Long-term Orientation stands for the fostering
  of virtues oriented toward future rewards, in
  particular perseverance and thrift. Short-term
  orientation stands for the fostering of virtues
  related to the past and present, in particular
  respect for tradition, preservation of 'face' and
  fulfilling social obligations. (Hofstede, 1991,
  p. 261-262).

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