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Germany Business Etiquette

GermanyBusiness Etiquette

Attitudeand values influence the culture of all people across the globe.Besides, it defines the business practices humans adopt. In the caseof Germany business etiquette, effective planning and timeliness arethe primary concerns of the citizens. The entrepreneurs placeextremely high significance on scheduled operations to the extentthat they do not welcome unexpected changes of events even if theoutcome could make the outcome better.

First,Germans adhere to certain customs when doing business. For instance,the associates are supposed to arrive on schedule for meetings, stickto the issue being discussed and address everyone politely. They alsolack flexibility such as the discussion of alternative topics otherthat the scheduled topics for a given meeting and introducingunplanned events such as change of a meeting place. Lastly, Germansconsider meetings as a serious place where the participants are notallowed to add humor to the discussion (Zator-Peljan, 2013).

Second,personal lives and work are significantly divided. Consequently, thelocals share private affairs from business matters. As such, it israre to find the people entertaining family members at theirworkplace stations. They create a special time to interact with thefamily members and business associates.

Third,the citizens clad in brown, gray and navy suits when attendingmeetings or working in an office. Black suits are worn when going toofficial events but are unacceptable when invited to a meeting.However, women can dress in colorful outfits, and even bright colorswhen working in offices or attending corporate events. The selectivedressing is emphasized because it defines the first impression of anindividual (Zator-Peljan, 2013).

Fourth,Germans are very blunt, which implies that business associates shouldnot be surprised if their associates raise just criticisms directly.Foreign partners could find the straightforwardness of the citizensrude, but the locals prefer addressing issues without mincing words.Given this, German entrepreneurs often give fixed prices because theydo not expect the client to bargain. An outsider could be easilyoffended by the positive manners of the Germans however, the localsview it as a way of communicating their position (Saito &ampFernandez, n.d).

Fifth,the Germans favor exercising loyalty and fairness in business. Forexample, when a business associates state that he or she wouldrethink about a given business deal, the individual needs more timeto evaluate the conditions. As a result, it is unadvisable to pesterpush the person to give their answer regarding certain issues. It isrecommendable for an associate to let customer adequate time toconsider the offer provided. Besides, it is often unfruitful topressure a business partner who has requested some time to review adeal (Zator-Peljan, 2013).

Sixth,it is not unusual for Germans to invite potential clients toentertainment joints with the intention of discussing business deals.The intention of such meetings is to address pressing business issuesin a casual environment, which allows foreigners to feel at ease.Business luncheons that are held between noon and three o’clock inthe afternoon are the most common. Nonetheless, occasional meetingsare sometimes held in the morning during breakfast. The mainbenefits of the meetings held during the dinner are to allow theassociates to relax and feel welcomed in the business partners. Inmany cases, the meetings in the informal place intend to let thepartners know each other better. The person who initiates theinvitation often foots the bill. It is also noteworthy that theguests are supposed to wait until the host states ‘enjoy the meal.’


Saito,D. &amp Fernandez, C. (n.d). Business etiquette and Values inGermany. Internations.Retrieved fromhttps://www.internations.org/germany-expats/guide/15987-jobs-business/german-business-culture-15990/business-etiquette-and-values-in-germany-2

Zator-Peljan,J. (2013). Business etiquette in Poland, Germany, France and China:An intercultural approach. Globalmanagement Journal, 5(1), 46-52.