{"id":4419,"date":"2021-10-08T14:38:54","date_gmt":"2021-10-08T12:38:54","guid":{"rendered":"https:\/\/www.eaccfrance.com\/2021\/10\/08\/cross-cultural-communications\/"},"modified":"2022-05-04T10:08:50","modified_gmt":"2022-05-04T08:08:50","slug":"cross-cultural-communications","status":"publish","type":"post","link":"https:\/\/www.eaccfrance.com\/fr\/cross-cultural-communications\/","title":{"rendered":"Two Views: Cross Cultural Communications"},"content":{"rendered":"\t\t
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\"\ud83c\uddfa\ud83c\uddf8\" English \/ Anglais<\/span>
<\/span>\"\ud83c\uddeb\ud83c\uddf7\" French \/ Fran\u00e7ais<\/span><\/span><\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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EACC members think and act cross border. In this spirit, \u201cTwo Views\u201d confronts perspectives of professionals from two different geographies, functions or sectors on a subject relevant to transatlantic business.\u00a0<\/i><\/p>

Two communications professionals, one in France and one in the United States, compare notes about cross-cultural challenges and perspectives in their domain.<\/i><\/i><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\"\"<\/figure>

Anne-Isabelle Fleming<\/h3>

Partner, Fine Line Communications Consulting,
Paris, France<\/span>
aif@fineline.paris<\/span><\/span><\/p><\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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\"\"<\/figure>

Jim Kent<\/h3>

\nPartner and\u00a0Chief Marketing & Communications Officer, Thornton Tomasetti, New York,\u00a0NY, USA\n\njkent@thortontomasetti.com<\/p><\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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<\/p>\n


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What do you see as the most common communications pitfalls for European companies dealing with the American market?<\/b><\/p>\n

Anne-Isabelle Fleming<\/u><\/p>\n

It can happen that European companies are tempted to tailor their image and business approach to what they perceive to be American business practice and values\u2014this, with a view to overcoming cultural differences and increasing their appeal. However, I believe it is more important for European companies to stay true to their own purpose, culture and brand image. In terms of communications, this means ensuring consistent quality and messaging in line with one\u2019s stated values. There is great beauty and value in diversity, and each culture has noteworthy strengths. Companies are better off making the most of their special national and corporate strengths. Presented in the right light, those strengths will be recognized for their true value.<\/p>\n

Jim Kent<\/span><\/p>\n

Sometimes those dealing with Americans see them as monolithic culturally and we are anything but. There are always exceptions, but in general, Midwesterners tend to be process oriented, while Easterners are focused more on results than means. Social graces are important in the South, and less of a focus in the North.<\/p>\n

The US market is a reflection of this multiculturality. In our business \u2014 large complex engineering projects \u2014 no two client jobs are the same and nor are two clients.<\/p>\n

In the B2B sphere, there are two aspects to the sales approach: the marketing and branding materials, and the human interaction. The branding is driven strongly by our corporate values, which I am a strong believer in. If client values intersect with yours, it\u2019s a match. If they do not, it\u2019s possible that you should walk away. The human interaction aspect is more fluid. Our business is very much relationship driven, as It\u2019s important for our clients to know that we understand their needs. In these interactions regional specificities can absolutely come into play and one can even make costly \u201cmistakes.\u201d To give a very visible example, at a meeting in Chicago, all the men may be wearing ties, whereas in New York or Los Angeles you could be in the minority if you show up with a tie!<\/p>\n

What\u2019s special about the European-American relationship and how can companies on both sides of the Atlantic make this relationship work to their advantage?<\/strong><\/p>\n

Anne-Isabelle Fleming<\/span><\/p>\n

No two other regions in the world are as deeply integrated\u2014historically, economically and culturally\u2014as the U.S. and Europe. This situation alone should give European and American companies confidence in their shared market and their potential to make the most of it. In terms of communications, I believe companies should demonstrate this confidence by not shying away from what sets them apart. National character traits, both real and perceived, can constitute an advantage. For example, it could be said that France is synonymous with culture, savoir-vivre and engineering excellence, to name three French qualities. Therefore French companies might well highlight these qualities as applied to their activity. Likewise, Americans are known for being spontaneous, direct, and for getting the job done. So American companies should embrace these common perceptions. The bottom line: Be true to yourself. Your inherent qualities are what your potential customers are looking for!<\/p>\n

Jim Kent<\/span><\/p>\n

Scratch the surface of many Americans and you will find a common ground somewhere in Europe. A colleague of mine from Buffalo, New York turned out to have both Greek and French Huguenot roots. Another from Chicago is both Polish and Lithuanian. To Americans, this genetic tie puts European relationships under the category of long-lost cousin, which lowers resistance to acceptance of differences. Communications can therefore be honest and straightforward, built on a basis of mutual trust.<\/p>\n

What changes have you seen in the corporate communications domain in recent years?<\/strong><\/p>\n

Anne-Isabelle Fleming<\/span><\/p>\n

Today more than ever before, keeping a company\u2019s image current and fresh requires constant attention and effort. To maintain reputational capital and forward momentum, a company today must stay actively engaged in all ongoing dialogues relevant to its business. Before the social media phenomenon, communications strategies had a much longer shelf life!<\/p>\n

There is also demand from investors, customers and regulators for increased transparency, in particular as regards environmental, social and governance (ESG) issues. CEOs are now being asked not just to deliver on promises, but to show results through compelling storytelling. Many still struggle to find their voice in communicating with key stakeholders on these issues, and to go further than just reporting.<\/p>\n

Jim Kent<\/span><\/p>\n

The idea of top-down or centrally mediated brand management has expired. Your clients define your brand; you don\u2019t; your employee colleagues, with every client touch-point they have, build the foundation for the brand. The work of communicators is evolving from authors and managers to enablers and teachers. In addition, in the US, erosion of trust in cultural institutions, such as family, schools and community, means corporate leaders are being called on to address issues of moral and ethical bearing, for which they are ill-equipped. Moral decisions were not part of the business curriculum, so how do we response to the murder of George Floyd?  More than ever, communicators have a seat at the table for these discussions and must lead the leaders into uncomfortable and unfamiliar territory.<\/p>\n

***<\/p>\n

Anne-Isabelle Fleming, Partner, Fine Line Communications Consulting,<\/p>\n

Paris, France<\/p>\n

aif@fineline.paris<\/p>\n

Jim Kent, Partner and Chief Marketing & Communications Officer, Thornton Tomasetti, New York, NY, USA<\/p>\n

jkent@thortontomasetti.com<\/p>\n

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Les membres de l’EACC pensent et agissent au-del\u00e0 des fronti\u00e8res. Dans cet esprit, \u00ab Two Views \u00bb confronte les regards de professionnels de deux g\u00e9ographies, fonctions ou secteurs diff\u00e9rents sur un sujet pertinent pour les affaires transatlantiques.<\/p>

Deux professionnels de la communication, l’un en France et l’autre aux \u00c9tats-Unis, confrontent leurs notes sur les enjeux et les perspectives interculturelles dans leur domaine.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Selon vous, quels sont les pi\u00e8ges de communication les plus courants pour les entreprises europ\u00e9ennes qui traitent avec le march\u00e9 am\u00e9ricain?<\/span>\u00a0<\/span><\/p>

Anne-Isabelle Fleming<\/u><\/p>

Il peut arriver que des entreprises europ\u00e9ennes soient tent\u00e9es d’adapter leur image et leur approche commerciale \u00e0 ce qu’elles per\u00e7oivent comme \u00e9tant les pratiques et les valeurs commerciales am\u00e9ricaines, ceci dans le but de surmonter les diff\u00e9rences culturelles et d’accro\u00eetre leur attractivit\u00e9. Cependant, je crois qu’il est plus important pour les entreprises europ\u00e9ennes de rester fid\u00e8les \u00e0 leur propre objectif, leur culture et leur image de marque. En termes de communication, cela signifie assurer une qualit\u00e9 constante et des messages conformes aux valeurs d\u00e9clar\u00e9es. Il y a une grande beaut\u00e9 et une grande valeur dans la diversit\u00e9, et chaque culture a des atouts remarquables. Les entreprises ont int\u00e9r\u00eat \u00e0 tirer le meilleur parti de leurs atouts nationaux et corporatifs particuliers. Pr\u00e9sent\u00e9es sous le bon jour, ces forces seront reconnues \u00e0 leur juste valeur.<\/p>

Jim Kent<\/span><\/p>

Parfois, ceux qui traitent avec les Am\u00e9ricains les voient comme culturellement monolithiques et nous sommes tout sauf cela. Il y a toujours des exceptions, mais en g\u00e9n\u00e9ral, les habitants du Midwest ont tendance \u00e0 \u00eatre ax\u00e9s sur les processus, tandis que les habitants de l’Est se concentrent davantage sur les r\u00e9sultats que sur les moyens. Les gr\u00e2ces sociales sont importantes dans le Sud et moins importantes dans le Nord.<\/p>

Le march\u00e9 am\u00e9ricain est le reflet de cette multiculturalit\u00e9. Dans notre secteur d’activit\u00e9 \u2014 les grands projets d’ing\u00e9nierie complexes \u2014 il n’y a pas deux emplois de clients identiques, ni deux clients.<\/p>

Dans la sph\u00e8re B2B, il y a deux aspects \u00e0 l’approche commerciale : les supports de marketing et de marque, et l’interaction humaine. L’image de marque est fortement guid\u00e9e par nos valeurs d’entreprise, auxquelles je crois fermement. Si les valeurs des clients recoupent les v\u00f4tres, c’est un match. S’ils ne le font pas, il est possible que vous deviez vous en aller. L’aspect interaction humaine est plus fluide. Notre entreprise est tr\u00e8s ax\u00e9e sur les relations, car il est important que nos clients sachent que nous comprenons leurs besoins. Dans ces interactions, les sp\u00e9cificit\u00e9s r\u00e9gionales peuvent tout \u00e0 fait entrer en jeu et l’on peut m\u00eame commettre des \u00ab erreurs \u00bb co\u00fbteuses. Pour donner un exemple tr\u00e8s visible, lors d’une r\u00e9union \u00e0 Chicago, tous les hommes peuvent porter des cravates, alors qu’\u00e0 New York ou Los Angeles vous pourriez \u00eatre minoritaire si vous vous pr\u00e9sentez avec une cravate !<\/p>

Quelle est la particularit\u00e9 de la relation euro-am\u00e9ricaine et comment les entreprises des deux c\u00f4t\u00e9s de l’Atlantique peuvent-elles faire en sorte que cette relation fonctionne \u00e0 leur avantage ?<\/b><\/p>

Anne-Isabelle Fleming<\/span><\/p>

Aucune autre r\u00e9gion du monde n’est aussi profond\u00e9ment int\u00e9gr\u00e9e – historiquement, \u00e9conomiquement et culturellement – que les \u00c9tats-Unis et l’Europe. Cette situation \u00e0 elle seule devrait donner confiance aux entreprises europ\u00e9ennes et am\u00e9ricaines dans leur march\u00e9 commun et leur potentiel \u00e0 en tirer le meilleur parti. En mati\u00e8re de communication, je pense que les entreprises doivent faire preuve de cette confiance en ne boudant pas ce qui les diff\u00e9rencie. Les traits de caract\u00e8re nationaux, tant r\u00e9els que per\u00e7us, peuvent constituer un avantage. Par exemple, on pourrait dire que la France est synonyme de culture, de savoir-vivre et d’excellence en ing\u00e9nierie, pour ne citer que trois qualit\u00e9s fran\u00e7aises. Les entreprises fran\u00e7aises pourraient donc bien mettre en avant ces qualit\u00e9s appliqu\u00e9es \u00e0 leur activit\u00e9. De m\u00eame, les Am\u00e9ricains sont connus pour \u00eatre spontan\u00e9s, directs et pour faire le travail. Les entreprises am\u00e9ricaines devraient donc adopter ces perceptions communes. L’essentiel : Soyez fid\u00e8le \u00e0 vous-m\u00eame. Vos qualit\u00e9s inh\u00e9rentes sont ce que recherchent vos clients potentiels !<\/p>

Jim Kent<\/span><\/p>

Grattez la surface de nombreux Am\u00e9ricains et vous trouverez un terrain d’entente quelque part en Europe. Un de mes coll\u00e8gues de Buffalo, New York s’est av\u00e9r\u00e9 avoir des racines huguenotes grecques et fran\u00e7aises. Un autre de Chicago est \u00e0 la fois polonais et lituanien. Pour les Am\u00e9ricains, ce lien g\u00e9n\u00e9tique place les relations europ\u00e9ennes dans la cat\u00e9gorie des cousins perdus depuis longtemps, ce qui r\u00e9duit la r\u00e9sistance \u00e0 l’acceptation des diff\u00e9rences. Les communications peuvent donc \u00eatre honn\u00eates et directes, construites sur la base d’une confiance mutuelle.<\/p>

Quelles \u00e9volutions avez-vous constat\u00e9es dans le domaine de la communication d’entreprise ces derni\u00e8res ann\u00e9es ?<\/b><\/span><\/p>

Anne-Isabelle Fleming<\/span><\/p>

Aujourd’hui plus que jamais, maintenir l’image d’une entreprise \u00e0 jour et fra\u00eeche n\u00e9cessite une attention et des efforts constants. Pour maintenir son capital de r\u00e9putation et sa dynamique, une entreprise doit aujourd’hui rester activement engag\u00e9e dans tous les dialogues en cours concernant son activit\u00e9. Avant le ph\u00e9nom\u00e8ne des r\u00e9seaux sociaux, les strat\u00e9gies de communication avaient une dur\u00e9e de vie beaucoup plus longue !<\/p>

Les investisseurs, les clients et les r\u00e9gulateurs demandent \u00e9galement une transparence accrue, notamment en ce qui concerne les questions environnementales, sociales et de gouvernance (ESG). On demande maintenant aux PDG non seulement de tenir leurs promesses, mais de montrer des r\u00e9sultats gr\u00e2ce \u00e0 une narration convaincante. Beaucoup ont encore du mal \u00e0 trouver leur voix dans la communication avec les principales parties prenantes sur ces questions et \u00e0 aller plus loin que le simple signalement.<\/p>

Jim Kent<\/span><\/p>

L’id\u00e9e d’une gestion de marque descendante ou centralis\u00e9e a expir\u00e9. Vos clients d\u00e9finissent votre marque ; vous ne le faites pas ; vos coll\u00e8gues employ\u00e9s, avec chaque point de contact client qu’ils ont, jettent les bases de la marque. Le travail des communicateurs \u00e9volue d’auteurs et gestionnaires \u00e0 facilitateurs et enseignants. De plus, aux \u00c9tats-Unis, l’\u00e9rosion de la confiance dans les institutions culturelles, telles que la famille, les \u00e9coles et la communaut\u00e9, signifie que les chefs d’entreprise sont appel\u00e9s \u00e0 aborder des questions de port\u00e9e morale et \u00e9thique, pour lesquelles ils sont mal \u00e9quip\u00e9s. Les d\u00e9cisions morales ne faisaient pas partie du cursus commercial, alors comment r\u00e9agir au meurtre de George Floyd ? Plus que jamais, les communicants ont place \u00e0 la table de ces discussions et doivent conduire les dirigeants en territoire inconfortable et inconnu.<\/p>

***<\/p>

Anne-Isabelle Fleming, Partner,\u00a0Fine Line Communications Consulting,<\/p>

Paris, France<\/p>

aif@fineline.paris<\/p>

Jim Kent, Partner and\u00a0Chief Marketing & Communications Officer, Thornton Tomasetti, New York,\u00a0NY, USA<\/p>

jkent@thortontomasetti.com<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

 English \/ Anglais French \/ Fran\u00e7ais EACC members think and act cross border. In this spirit, \u201cTwo Views\u201d confronts perspectives of professionals from two different geographies, functions or sectors on a subject relevant to transatlantic business.\u00a0 Two communications professionals, one in France and one in the United States, compare notes about cross-cultural challenges and perspectives in […]<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"rs_blank_template":"","rs_page_bg_color":"#ffffff","slide_template_v7":"","footnotes":""},"categories":[94,96],"tags":[],"class_list":["post-4419","post","type-post","status-publish","format-standard","hentry","category-eacc-news-fr","category-members-news-fr"],"acf":[],"yoast_head":"\nTwo Views: Cross Cultural Communications - EACC Paris chapter<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.eaccfrance.com\/fr\/cross-cultural-communications\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Two Views: Cross Cultural Communications - EACC Paris chapter\" \/>\n<meta property=\"og:description\" content=\" English \/ Anglais French \/ Fran\u00e7ais EACC members think and act cross border. 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