Knowing what Americans value when they play 'business' will help your employees expatriating to the United States understand the rules of the game and increase the chances of a successful assignment. We offer some insights on how to carry out effective business on the other side of the Atlantic.

Americans are straightforward and direct, which can be very useful when trying to gain a deeper understanding of what makes them tick.  Everyone who's ever worked with an American can tell that 'the early bird gets the worm', that 'time is money', and that you've got to 'speculate to accumulate'.

What still surprises the international business community today is the constancy of American business values – stable for the last 200 years – which have been integrated into the national and business cultures brought with the waves of immigrants starting their new lives in a new land.

Knowing what Americans value when they play 'business' helps you understand the rules of the game there, which are critical for your success. 

Here are some insights to help you do business even more successfully with Americans:

• Win-win 
• Competition
• Anything is possible
• Insular
• Information is free
• Transactions rule

Win-win 

The 'win-win' approach is one of the best and most productive approaches to most business opportunities, since it works on the basis that both parties to a business deal emerge victorious.  The rules of the American business game are clear; make as much money as you can, as fast as you can. 

This game theory approach perhaps comes from the economics of abundance rather than the economics of scarcity and invasions, so well-known in Asia and Europe.  It's apparent in the language of business negotiations, with phrases such as 'how can we both make this work?' and 'we're really excited about working with you on this!' 

The downside of this approach, however, is the assumption by Americans in business that cash is the universal motivator and language of business – an appreciation that in most business cultures with whom Americans work, winning is measured in more rounded ways, such as social inclusion, access to exclusive information, is often lacking.

Competition

There is a shared understanding that competition raises the stakes of the game, and that winning brings sweet rewards.  It is akin to playing tennis with a better player because you know you rise to their level. 

Our business language often looks to competitive sports for its inspiration:  slam-dunk, home run, left-field.  The love of rankings is an indicator too of our love of competition:  The Fortune 100, The 100 Best Companies to Work for in America, The Best Bosses, The Best Business Schools.

Anything is possible

Anything is possible is the belief that if you really want to pursue a business idea, it's possible to make it happen, and it's even possible you'll make good money trying.  How will you recognise this? 

Because no matter how ludicrous an idea you present to your American boss or colleagues, it'll be given time and treated with respect.  And we know from the history of business successes in the US (look at the success of pet rocks about 15 years ago 'PET ROCKS', and 3M's Post-It™ notes), some of the wackiest ideas really make it to the big time. 

The downside of this positive and optimistic outlook however, is that those who raise concerns or reservations are usually viewed as negative, destructive, unhelpful and launching personal attacks.  Tact and well-structured, objective arguments against will go a long way towards avoiding this perception.

Insular

 In part because the number of weeks allowed for annual vacations is low relative to other countries (from five to 14 days, depending on the length of time you are employed, compared to four – six weeks in Europe), true insights, empathy and understanding of other national and business cultures is very weak.

The negotiating power and confidence of non-Americans when striking a deal with a US partner is underpinned by the simple fact that they know less about your country and business culture than you already know about theirs through the pervasive distribution of American TV, movies and books.  The attitude towards non-American ways of doing business is generally intolerant: 'that's different, so that's wrong.  It's not the way we do it at home'.

Speaking languages for business other than English and possibly Spanish is extremely rare, and most Americans in business who do venture to foreign climes seek out local and familiar destinations: US hotel and car rental chains and US food chains.  It's borne from the belief that anything you could possibly want materially is already found in America, so why look elsewhere? 

It's possible your American colleagues may not hold passports – ID is sufficient for residents to travel within the US – or have ever visited your country, so you're now one step ahead already!

Tip for your next US meeting: bring a map of your region and show your colleagues where your London and other offices are, explaining that the region is not like a United States of Europe but rather richer for its histories and cultures.

Information is free

Phone any American company for your market research exercise, and they'll not only usually answer your questions, but also route you to additional information sources.  You'll unlikely be asked why you want to know, you won't be grilled about who you are and any ulterior motives. 

And most American companies know that if they don't tell you the information about themselves, you will find the information elsewhere – such as via the internet – and at least if you've gained the information from them, they are controlling the messages and the content.  This openness and lack of suspicion come from our belief that it's not what you know or who you know, it's how you've used what you know.

 In Europe, on the other hand, companies are highly suspicious of the motives of any researcher or enquirer (and even customers!) since power is derived by what you know and who you know it from.

Transactions rule

Doing the deal is more important than building relationships and getting to know the other parties to the deal.  This is apparent when beginning negotiations with your American colleagues who may forget to offer you tea or coffee – since the transaction is top of mind, which might explain why so many bring their own Starbucks coffees along with them. I advise my own clients not to take this single-minded focus too personally... 

The small talk that comes with relationship building is usually saved for the end of the negotiations.  After all, 'time is money', and transactions not only give more immediate rewards (a high return on time), deliver short-term positive commercial results at a faster pace than do relationships, which is at odds with the usual American focus on all things to do with the future.

Remember, knowing how Americans think and transact means you have a great advantage: you can act 'local' yet transact 'global'. 

January 2005

Allyson Stewart-Allen is an American international marketing consultant based in London since 1988, and founder of US- and UK-based consultancy International Marketing Partners Ltd. visit www.intermarketingonline.com or www.workingwithamericans.com 

Stewart-Allen, who can be contacted directly at allyson@intermarketingonline.com is also the  co-author of bestselling business book "Working with Americans: How to Build Profitable Business Relationships" (© 2002 Prentice Hall).