Doing Business in Germany : Exhibiting at Trade Shows for Indian Managers: Andra’s Quick Tips on Business Culture

ANDRA
4
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German trade fairs are the place to be if you want to meet business contacts from all over the world. According to the Association of the German Trade Fair Industry (AUMA), around two-thirds of the world’s leading trade fairs are hosted in Germany. Every year, around 150 international trade fairs and exhibitions take place in the very heart of Europe, attended by 1.8 lakh exhibitors and around 1 crore visitors.
The numbers speak for themselves; but looking at the investment to be made, you may be wondering: “Is exhibiting worth the effort for us? How would we present our offer, and what do visitors expect? How should we speak to German buyers, and how can we attract them to our booth in the first place?”
Exhibiting at Trade Shows for Indian Managers is the first volume in a series of books on Doing Business in Germany, targeting business owners and executives who want to increase their presence in this market.
Readers will benefit greatly from this concise and practical how-to manual, in which several top industry experts from both Germany and India have shared their advice. Focussing on Indo-German business relationships, this e-book provides many examples on how and why culture matters.
The author is a renowned German business consultant in the field of intercultural communications and cooperation; most of her clients are from India.
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Additional Information

Publisher
ANDRA
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Published on
Jul 27, 2017
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Pages
89
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ISBN
9788822801999
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Language
English
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Genres
Business & Economics / Business Communication / General
Business & Economics / Development / Business Development
Business & Economics / International / General
Travel / Europe / Germany
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Content Protection
This content is DRM free.
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Available on Android devices
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Andra Riemhofer
Visits to German exhibitions are very popular amongst market participants from Asia. India currently ranks second when it comes to the number of visitors from the region; in 2015, about 38,000 executives from the subcontinent attended German trade fairs.
Whether to visit one of the around 150 international events hosted every year is a big decision that needs to be thoroughly thought through. Business travellers need to carefully consider the financial investment, and take into account the time spent away from the office and family. Only those who know the peculiarities and differences of the various industry events they’re considering attending will be able make a qualified decision when investing their time and money.
As a visitor, you need to be clear about what you want to achieve and how to prepare your journey accordingly. If doing business with Germans is the top priority of your expedition, you must acquaint yourself with the mentality and business culture. You will also need to decide where to stay, how to get around, and what you can bring back from the trip for your friends and family.
Visiting Trade Shows for Indian Executives is the second volume in a series of books on Doing Business in Germany, targeting business owners and managers who want to increase their presence in this market. Readers will benefit greatly from this concise and practical how-to manual, in which several top industry experts from both Germany and India have shared their advice on the above questions. Focussing on Indo-German business relationships, this e-book provides many examples of how and why culture matters.
The author is a renowned German business consultant in the field of intercultural communications and cooperation; most of her clients are from India.
Jim Collins
The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

Chip Heath
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly.

In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results:

- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients
- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping 
- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service 

In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
John G. Miller

The lack of personal accountability is a problem that has resulted in an epidemic of blame, victim thinking, complaining, and procrastination. No organization—or individual—can successfully compete in the marketplace, achieve goals and objectives, provide outstanding service, engage in exceptional teamwork, or develop people without personal accountability.  

John G. Miller believes that the troubles that plague organizations cannot be solved by pointing fingers and blaming others. Rather, the real solutions are found when each of us recognizes the power of personal accountability. In QBQ! The Question Behind the Question®, Miller explains how negative, ill-focused questions like “Why do we have to go through all this change?” and “Who dropped the ball?” represent a lack of personal accountability. Conversely, when we ask better questions—QBQs—such as “What can I do to contribute?” or “How can I help solve the problem?” our lives and our organizations are transformed.


THE QBQ! PROMISE

This remarkable and timely book provides a practical method for putting personal accountability into daily actions, with astonishing results: problems are solved, internal barriers come down, service improves, teams thrive, and people adapt to change more quickly. QBQ! is an invaluable resource for anyone seeking to learn, grow, and change. Using this tool, each of us can add tremendous worth to our organizations and to our lives by eliminating blame, victim-thinking, and procrastination.

                                                                                                 
QBQ! was written more than a decade ago and has helped countless readers practice personal accountability at work and at home. This version features a new foreword, revisions and new material throughout, and a section of  FAQs that the author has received over the years.




From the Hardcover edition.
Andra Riemhofer
Visits to German exhibitions are very popular amongst market participants from Asia. India currently ranks second when it comes to the number of visitors from the region; in 2015, about 38,000 executives from the subcontinent attended German trade fairs.
Whether to visit one of the around 150 international events hosted every year is a big decision that needs to be thoroughly thought through. Business travellers need to carefully consider the financial investment, and take into account the time spent away from the office and family. Only those who know the peculiarities and differences of the various industry events they’re considering attending will be able make a qualified decision when investing their time and money.
As a visitor, you need to be clear about what you want to achieve and how to prepare your journey accordingly. If doing business with Germans is the top priority of your expedition, you must acquaint yourself with the mentality and business culture. You will also need to decide where to stay, how to get around, and what you can bring back from the trip for your friends and family.
Visiting Trade Shows for Indian Executives is the second volume in a series of books on Doing Business in Germany, targeting business owners and managers who want to increase their presence in this market. Readers will benefit greatly from this concise and practical how-to manual, in which several top industry experts from both Germany and India have shared their advice on the above questions. Focussing on Indo-German business relationships, this e-book provides many examples of how and why culture matters.
The author is a renowned German business consultant in the field of intercultural communications and cooperation; most of her clients are from India.
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