Global Business Cultural Analysis: Brazil
Cultural backgrounds reflect the ways and standards of living, which is unique and different for each country. In fact, the business world is also profoundly influenced by the cultural differences of the counties. This focus of this research paper, in this regard, is to analyze the cultural perspectives of doing business in Brazil. Therefore, major elements and dimensions of Brazilian culture such as business structures, management styles, communication, ethics, values, and customs are discussed comprehensively.
Moreover, the discussion has also been made on how the local businessmen integrate these cultural dimensions and elements. Indeed, a detailed comparison United States business has been made with that of Brazilian culture and business elements by means of Hofstede’s dimension tool (that is particularly used for measuring cultural differences). Finally, the paper concludes with the implications for the U.S. businesses that plans and desires to conduct business in Brazil.
Table of Contents
Background Information to Business in Brazil
Major Elements and Dimensions of Culture in Brazil
Business Structures in Brazil
Management Style
Communication Style
Verbal Communication.
Non-Verbal Communication.
Ethics, Values, and Customs
Brazilian Meetings.
Team Working.
Dress Code.
Religion
Social Structures
Integration of Major Cultural Elements by Local Businessmen
Comparison between Brazilian and U.S. Culture and Business
Comparison via Hofstede’s Dimension Tool
Power Distance Index (PDI).
Uncertainty Avoidance.
Collectivism (IDV).
Masculinity (MAS).
Long-Term Orientation (LTO).
Difference in Communication Patterns
Verbal Communication.
Non-Verbal Communication.
Diverse Social Structures
Different practices of Ethics and Values in Business
Business Meetings.
Implications for U.S. Businesses intended to conduct Business in Brazil
Foreign Direct Investment Analysis (FDI)
20 SWOT Analysis
Strength.
Weakness.
Opportunity.
Threat.
Conclusion
References
Background Information to Business in Brazil
The geographic size and population has made Brazil the largest nation in the South America. Indeed, this country is characterized by a rich and distinct culture with a diverse topography. A major fusion of Portuguese descent, native Indians, African influences makes up the Brazilian ethnically diverse population that has formed the rich, wealthy, and diverse culture of Brazil. Indeed, hospitality, openness and colorful activities are few of the well-known features of Brazilian culture. Catholicism is the predominant religion practiced all over Brazil (Dicks, 2005).
The fast growing manufacturing sector, large agricultural production, and rich natural resources are also few contributing factors due to which the country is regarded as a rich country. The natural reservoirs such as timber, coffee, and sugar have well positioned the economic situation of Brazil on the global platform (Boraas, 2001).
The increased level of stability within the political landscape in the past few years and the strong currency of Brazil have also made this country one of the hottest investment opportunities for the businesses from all over the world. The successful macroeconomic steadiness has made Brazil one of the economic super powers of South America. This image is fast turning out as an emerging economy in the today’s global business world (Boraas, 2001).
Even though Brazil has turned out to be an emerging economy on a global arena, few of the problems are significant to mention especially from the business perspective. Corruption has remained one of the severe issues that have remained for centuries, making international business activities very susceptible (Boraas, 2001).
The first and one of the pervasive barriers to consider is the Brazil cost. This is particularly the additional costs associated with carrying out the business operations in Brazil. Corruptions, governmental inefficiency, legal and bureaucratic complications, excessive taxation, and so on are few of the justifications of these extra costs added with doing business in Brazil. This extra cost is considered to one of the primary reasons of dissatisfaction for the international businesses, even though these extra costs have been minimized in the recent years (Dicks, 2005).
Apart from the potential pitfalls, the significant growth of Brazil’s economy over the past few years in comparison to various other nations has made this country a good choice for expanding businesses. Brazil is often regarded as one of the leading market opportunities in the whole South America due to its strong infrastructure and technological development. Additionally, the rising of a new segment of consumers (the middle-class inhabitants with price conscious attitude) with new buying patterns and behaviors has provided an opportunity for the business world, both domestic and international (Dicks, 2005).
However, for the U.S. businesses that seek to expand their operations in Brazil, they need to develop a comprehensive understanding about the Brazilian society, its values, and significant business culture cultural elements, etiquettes, and dimensions. This is vital because the U.S. businesses might confront with cultural or structural barriers in Brazil. If the international business like United Sates is not aware of the cultural traits of the local business of Brazil, they might have to confront with difficulties and it is very muck likely that the business operations might fail.
Therefore, in order to avail the opportunities in Brazil to the maximum level and to establish a relationship with the local people of Brazil, it is essential to gain extensive knowledge about the local business landscape, so that the U.S. businesses can reap the rewards and have successful business.
Major Elements and Dimensions of Culture in Brazil
Business Structures in Brazil
When business cultural dimensions and elements are concerned, the business structure is one of the aspects to consider with gravity, since it provides an overview of the working mechanism of the hierarchies within the organizations. Enterprises in Brazil practices strict hierarchies, where the flow of information firmly runs in a very structured manner through the chains of command in the hierarchical lines (Poelzl, 2009).
According to these structured hierarchies, the most senior levels of the organization are the key decision makers. It is essential for the international negotiators to understand this corporate structure so that they can look for the most suitable person (as the potential partner) when making deals for their expansion of business in Brazil. If they are not able to locate the key decision making person, then it is likely that they are not utilizing the time in the most appropriate manner with the people who are just influencers of the decision makers and preferably does not have requisite level of authority for decision making (Poelzl, 2009).
The hierarchical structure of Brazilian organizations is not so simple to understand, as it is typically associated with added complications, hence, the international businesses ought to learn and gain awareness of the in and outs of the exact organizational structure. The additional complicating factor within the hierarchy is typically caused because of the power of personal relationships that is riddled with internal politics. This indicates the idea that the power as described in the organizational hierarchy might not reflect the actual scenario of power flows within the organization (Poelzl, 2009).
The international businesses should focus on negotiations with people, instead of companies, and hence, the negotiating team should always remain the same (since the focus is on building relationships with the people). This is another vital factor to consider because if the international organization focuses on companies, then successful business dealing is unlikely to happen. In fact, the U.S. based companies should also be prepared with the fact that Brazilian business would consume their long-term resources (both in terms of time and money) on the way to the establishment of strong relationships.
Management Style
Management style is another prominent business cultural dimension to be taken into account. As far as Brazilian business culture is concerned, relationships are one of the integral aspects of this Latin culture, due to which both the boss and the subordinates make a great effort to foster this bond on a long-term basis. Trust and respect for personal dignity is the key for having a strong relationship at workplace in Brazil. The personal styles of the managers are valued to a great extent (like their technical abilities) by the Brazilian businesses (World Business Culture, 2013).
However, the managers are only held responsible for managing the direct instructions that are given by the boss. The managers within the Brazilian corporate culture are not expected to make much discussions or debates over the instructions provided by the boss. However, if the matter needs discussion, it is only carried out in private as a confidential issue, so that disrespect to the hierarchy is not obvious in public (World Business Culture, 2013).
Another aspect to highlight about the management style is they are expected to be very clear, precise, and comprehensive while giving instructions for a task to their subordinates. This is an important component because if the task is partially performed, the managers are responsible for it, as the subordinates are likely to undertake the exact tasks, any additional work is considered to be disobeying the boss (World Business Culture, 2013).
Communication Style
Communication is preferably one of the integral components of corporate culture, which plays a significant role in building the relationships. The Brazilian corporate culture elucidates the idea that Brazil has a very different and unique communication style in both verbal and non-verbal form.
Verbal Communication. Language is a very important factor in verbal communication. The official language of the local business people is Portuguese, and the people use a very soft pronunciation during the conversation. Due to this reason, many of the international cultures view it as over-emotional, since the key emphasis is on maintaining professional reservation. Even though, many business executives use the English language in an extremely professional manner, yet it is not universally spoken within the local business community (M-da & S-ftoiu, 2012).
The oral communication plays a dominant role over writing communication in the business culture of Brazil. This signifies the fact that the business professionals are likely to have an oral communication (in the form of visits or calls) even in case if they are having written communication with one another (M-da & S-ftoiu, 2012).
Non-Verbal Communication. Touch is one of the very important concepts in Brazil with regard to non-verbal communication patterns, where hand shake for a long duration is typically the source of greeting for both men and women. Moreover, the Brazilians tend to work at a very close proximity, where the personal space is not considered a good etiquette. Maintaining strong levels of eye contact during business conversations is also a common non-verbal communication style that I widely practiced by the Brazilians. Even though, these techniques of non-verbal communication may sound to be intimidating or unfriendly for various cultures, but, these are extremely important to take into consideration when doing business in Brazil (Silverman, 2013).
Humor is also a vital component for Brazilians, as they enjoy joking and having informal communications. However, when using humors, individual should be careful when engaged in serious conversations (Silverman, 2013).
Ethics, Values, and Customs
Brazilian Meetings. In order to work with Brazilian companies, international businesses need to learn their meeting etiquettes so that successful business dealings can occur. Brazilian professionals are engaged somewhat formally in the first meeting, where the subsequent meetings generally become more informal. The initial meeting usually tends to be long because for the Brazilians, this meeting plays the most important role in the relationship development cycle; therefore, it is fundamental that the international businesses do not exhibit a rush attitude to end up this meeting (Schroevers, 2013).
Emotions for Brazilians are considered a symbol of commitment and interest; therefore, it is likely that during the meetings, the local people might appear extremely emotional. It is also critical to note that punctuality in meetings is not considered to be very important for the Brazilians, and it is a normal practice if the meeting starts late or finishes before the scheduled time. Moreover, the agenda of the meetings is typically not followed in the same sequence in which it was mentioned; however, all the agenda points are covered during the discussion (Schroevers, 2013).
Team Working. Team work in Brazilian corporate world is measured as a leading aspect in order to ensure effective and productive results. This signifies the fact that all the members of the team should get equal opportunity to know each other in order to work in collaboration as a team. The team members are enthusiastic and devoted towards their role and responsibilities within the team. Indeed, they not only learn about their own roles, but also gain familiarization to other member’s roles and responsibilities. Since they are very clear on their tasks, the team members do not encroach onto other’s area of responsibility (Tomalin & Nicks, 2007).
Dress Code. Professional dress code or attire is again a very crucial dimension of the business culture on a global platform. In a very similar manner, Brazilians are also very particular when appearance is considered in the business environment. In fact, to present and carry oneself in a very smart way is extremely important in Brazil. This leads to the fact that first impression of the Brazilian professional is very significant especially when the relationship building process is concerned (deVries & Blore, 2010).
The attire that is best advised for men to wear includes conservative dark suits. The executives of the Brazilian organizations typically wear traditional three-piece suits, while, the office worker or subordinates tend to wear two-piece suits. Women are generally less conservative in their dress sense and are more flamboyant (deVries & Blore, 2010).
Religion
The Brazilians give high importance to the religion. The diverse culture of Brazil with people of different ethnic backgrounds reveals the fact that Brazilian culture is made up of multiple religions. However, the predominant culture that influences the major activities of the people is Catholicism (Meir, 2011).
Social Structures
The social structure of the country has a very influential role in the business functioning. The facts and figures have exposed the fact that Brazil has a very different social structure, especially from the United States, as the family is considered to be more important than workplace. Indeed, family forms the foundation of stability for almost every person, since it is the backbone of the individual’s social structure (Kaslow, 2012).
With respect to the emphasis that is put on family, it is also prudent to note that the Brazilian citizens only consider workplace as a way to support the family. This clearly indicates the fact that the people consider workplace as only a small part of their lives. Furthermore, records have revealed that Brazilian people are less likely to focus on work; instead, they spend a large amount of their time in celebrating their lives with family (Kaslow, 2012).
Another fact that has come into the limelight demonstrates that relationships (both personal and professional) play a substantial role for the individuals, and they spend quality time with others in order to build a strong relationship. For Brazilians, trust is the key to strong relationships, which is fundamental for any business, since these people prefer to have business dealings with the people whom they trust and are familiar with (Kaslow, 2012).
Integration of Major Cultural Elements by Local Businessmen
As mentioned earlier, Brazil occupies the largest area in the continent of South America. Its unique and distinct culture, customs and topography have contributed to Brazil’s inimitable image. Furthermore, variety of people belonging to different ethnic backgrounds having Asian and African links has inhabited the Brazilian land (Zhang, 2010).
The salient features of Brazilian culture comprises of its strong family system, distinct language and most importantly the ties and association between individuals in all aspects of society. Additionally, sincerity and generosity are also integral characteristics of the culture of Brazil. However, it is marked by class discrimination that has been observed to be practiced in all facets of Brazilian society (Zhang, 2010).
While studying the business culture of Brazil, one gets to see that immense importance is given to one of the chief features of general culture that is strong association with others. Whether it is clients, coworkers, employees, directors or any other stakeholder, positive ties are focused on. Businessmen plan their working and success strategies based on relationships with others which develop conviction, trust and confidence between them and their customers (Zhang, 2010).
The culture of having strong family system is integrated by Brazilians in their business. This implies that most of the relatives work together, at one place to run the business. The major reason of this practice is that local people feel comfortable in working with individuals who are familiar to them and on whom they can rely on for crucial matters (Meir, 2011).
Brazilian businessmen hold the discussion and talks between two parties very important. They are in practice of being sincere with the other party and give colossal importance to discuss only those matters that are already known to their partners. Moreover, they address different problems in harmony to their cultural norms. This highlights that they tackle their challenges and issues in a way that are adapted from their ever-important cultural values (Meir, 2011).
Business interaction leads a very critical role within the Brazilian corporate culture. The local people doing business in Brazil extensively use their cultural values and the customized rules to addresses the unique challenges encountered during the business interactions. The structure of power is comprehensively implemented by the local businessmen where the decision making powers are centralized (which means it is in the hands of only the most senior level executives). The rules of power management play an influential role on the ways the local businessmen carry out their business dealings and interact with others (Meir, 2011).
Comparison between Brazilian and U.S. Culture and Business
Comparison via Hofstede’s Dimension Tool
The Brazilian cultural elements and dimensions in the above section apparently explicate that Brazilian corporate culture as well as their ways of doing business activities is quite different from that of U.S.. The comparison between the two corporate cultures can be made from the taxonomy of Hofstede’s dimension tool.
Power Distance Index (PDI). It is one of the independent dimensions of national culture differences tool that is used to determine the level of inequality that is distributed by institutional and organizational leadership within the culture. The higher level of score represents increased level of inequalities of power. In comparison to the United States, Brazilian people have a firm belief in power distance, which indicates the fact that every individual has a certain position within the social chain due to which the power distance exists to a great extent. The increased level of power distance in Brazil also highlights the fact that leadership should not be challenged by the people since the social difference is made to provide increased benefits to the society, and hence, is appropriate. In contrast to this social structure, the United Sates believes and follow a low power distance. Decreasing the inequality and differences within the social class is the core principle of the American society, where the people in authority encounters the challenges as this low empowerment leads to decreased level of organizations’ chain structures. Therefore, from the aspect of power distance, United States has a more diverse corporate culture from Brazil. This aspect makes Brazil one of the fruitful platforms from the investment point-of-view to carry out business activities (Aswathappa, 2010).
Uncertainty Avoidance. Uncertainty Avoidance is another element that differentiates the culture of Brazil and United States from one another. This factor is evaluated by the level of tolerance the people within a culture has for the indefinite and uncertain situations and how they tend to escape from it by building up increased levels of structures. Compared to the United States, Brazilian people are subject to avoid or stay away from uncertainties, while, on the other hand, the people of United States face them as a challenge. This clearly exhibits the fact that in Brazilian culture has a high uncertainty avoidance score with low levels of tolerance for uncertainty, as the culture is based on firm laws, customs, and regulations. Quite conversely, the United States culture is likely to have low score on uncertainty tolerance (Aswathappa, 2010).
Collectivism (IDV). Collectivism vs. individualism (IDV) is another dimension of comparison in the cultural context where the individualism score is based on the degree to which the culture values the significance of the person and its commitment to the group as an individual. However, collectivism refers to the dependence of the individual upon his group. Comparing both the cultures, it has come to notice that the culture of United States widely practice collectivism, while the Brazilian culture believes in individualism, which apparently signifies that Brazilians are more likely to support the individuals’ commitment and responsibility, instead of group obligation (Aswathappa, 2010).
Masculinity (MAS). According to Hofstede classification, masculinity vs. femininity (MAS) is another dimension of comparison. According to the masculinity dimension, the culture supports and lays key emphasis on the traditional roles of males over females. This apparently exposes the gender differentiation and discrimination within the culture, where the cultural values like boldness, social behaviors and wealth attainment, competitiveness, and various others, are male oriented. The Brazilian culture scores low on the masculinity factor, since they do not desire for external attainments. This means that the inhabitants of Brazil are firm believer of providing equal opportunities with fairness and un-biasness to both the genders. This also indicates the choices of like for Brazilians is more important that can lead to the development of quality life. On the other hand, United States culture is quite in disparity with that of Brazilians, as they believe in the factor of masculinity. Within the U.S. corporate culture, achievements and ambitions are rather given more importance, where the responsibilities based on genders are typically predefined (West & Turner, 2010).
Long-Term Orientation (LTO). The last cultural dimension to compare in Hofstede tool is the long-term orientation (LTO) that refers to how the culture values the time horizon on long and short-term. Indeed, this dimension evaluates the degree to which time is valued in connection to life and work. Perseverance is the key source of success for the cultures that believe in long-term orientation. With respect to Brazilian culture, they have their core focus on achievements in the long run, which means that they favor long-term orientation. Additionally, traditions and culture are the aspects that are valued by the Brazilian people to a great extent, and hence, they work to achieve long-term benefits. Quite in contrary, the culture of United States prefers short-term orientation since their primary focus is achieving the temporary and immediate results (West & Turner, 2010).
Difference in Communication Patterns
Verbal Communication. From marking the differences between the Brazilian culture and U.S. culture, it is essential to focus on the fact that the communication patterns are very much dissimilar for both the cultures. Communication plays a great role in cultural dimensions because it aids in not only maintaining the cultural values of the country, but also helps in the establishment of the relationships. Moreover, verbal form of communication that include expression of ideas, business language, and so on, helps the people to present the exact meaning of the communicated words, since it is controlled by a set of rules. In this regard, Brazil has a very vibrant kind of communication style where people generally speak at the same time and interruption during conversations is a very common trait, due to which it is considered noisy for many cultures. This style of communication of the Brazilians is thought to be very rude and impolite by the people of the United States. This is predominantly due to the cultural difference that makes the U.S. people feel insulted or disrespected with such behaviors of the Brazilians, while, the inhabitants of Brazil are pretty much used to this attitude so they do not feel affronted by such behaviors (Beekun, Stedham & Yamamura. 2003).
Non-Verbal Communication. The Brazilian culture also highlights that casual touch and embrace are few of the common characteristics of non-verbal communication that is generally used by the people during conversations. Even at times, holding elbows and walk arm-in-arm has been observed among Brazilian people, which is pretty much normal for them. However, this close proximity and low personal space is not considered ethical within the culture of United States, which makes them different and unique from the Brazilians (Beekun, Stedham & Yamamura. 2003).
Diverse Social Structures
The corporate cultural dimensions of Brazil bring the fact to the surface that building strong relationships with people (especially on personal level) are very important for any business. With respect to the importance of relationships, Brazilians are considered as very friendly and warm natured people who are engaged in social conversations with the intention to better understand the other individual (on personal basis) before the business matters are discussed. Perhaps, the personal relationships with the business people are more important for the Brazilians because they look for people as individuals, rather than a representative of a company. However, in case of American culture, this practice is not implemented at all in the corporate world, because the United States people merely believes in dealing with an organization and considers the personal relationships with individuals as a waste of time (Morrison & Conaway, 2006).
Different practices of Ethics and Values in Business
Business Meetings. Brazilians give less importance to time and punctuality, which is totally opposite to the culture of the United States. This clearly symbolizes the information that being late in meetings by 15 to 30 minutes is not considered as a surprising element in the Brazilian business culture. In contrast, the people of United States are very punctual on meetings since for them time is a very precious element in business world (Morrison & Conaway, 2006).
The above differences in cultural values noticeably highlight the fact that the differences within both the cultures are likely to become hindrance during the communication process for the business interactions. However, in order to establish a good and string relationship, it is imperative for the U.S. companies to comprehensively understand these differences so that problems can be mitigated.
Implications for U.S. Businesses intended to conduct Business in Brazil
Cultures of Brazil and United Sates are ways apart; hence, American businesses that wish to conduct business in Brazil are recommended to spare time in order to comprehensively understand the business environment and culture of Brazil. This is important because it has been observed that American businessmen often find it difficult to adapt to and work according to the Brazilian culture.
Foreign Direct Investment Analysis (FDI)
The growing economic situations in Brazil has made this country a big opportunity for the U.S. companies to expand their operations here, since this emerging country on the global platform has turned out as a rich country with numerous opportunities for international trade. The rapidly expanding sectors such as industrial, tourism, technology, and various others have become the prime reason of attraction for the global businesses. These facts have been well presented in the foreign direct investment (FDI) analysis, which has made Brazil one of the leading nations in the Latin America for investments.
The extra cost (that is due to the increased level of corruption) added to the business operation setup in Brazil is one of the threats for the U.S. enterprises, which they should consider with gravity. Even though, from earlier times, this cost has been reduced, but still, this cost is a barrier and threat to the international investors. The U.S. based companies should not ignore this aspect when setting up a business function in Brazil.
Another essential implication for American companies to successfully establish their business in Brazil is to participate in local trade show in which they can get an idea about their potential clients and their demands by personally interacting with them. Additionally, they can use commercial services that are offered in America for the same purpose. It is also recommended that American companies should appoint a trained and experienced individual who can represent the company in Brazilian market.
Furthermore, they can sign a joint venture with a local company in order to gain significance and limelight in Brazil. This is because it is intricate for any foreign company to gain recognition and emerge successful in Brazilian business arena without being associated with a local business name. This is specifically true for companies that try to integrate themselves into government sector businesses.
Strong interpersonal relationships and friendly associations with other individuals are greatly valued in Brazil; thus, American companies are suggested to send its officials to pay a visit to Brazil and interact with local businessmen to develop contacts with them before starting up their business formally.
SWOT Analysis
Strength. It should be understood that due to vast differences between cultures of both the countries, the shift from one to another are indeed intricate, difficult and time taking. Nonetheless, this transition can be assisted by taking the help of local Brazilian individuals with whom familiarity and friendly ties can be developed so that they can be of great support when any problem or query arises.
It has already been specified that the people in Brazil are not punctual for their meetings and being late in meetings is pretty much usual stuff for them. However, the American people value time to a great extent; therefore, it is proposed that they should clarify the time (whether Latin hour or English hour) among close associates when setting up time for a meeting. This would prove to be fruitful (where the threat is being converted into strength) for the American people, as would not let them develop the feeling that their time is not being valued.
Weakness. Local language of Brazil can become an obstacle or a weakness for the U.S.-based companies wishing to conduct business operations in Brazil. However, the U.S. companies can overcome this weakness, by having interpreters or translators, or by finding out senior a level person who are fluent in English language and has the decision making authority.
It is suggested that company representatives should prefer discussing issues, agreements and any business related matter with the personnel (from local market/business) who has the command of taking final decisions rather than with someone who relies on others’ decisions. Furthermore, American businessmen should thoroughly understand the importance of developing friendly associations with others as part of Brazilian business practices, since locals give the top most priority to their relations. Hence, the most important resource that American companies can invest to be successful in Brazil is time that they are recommended to spend in ample amount for making enduring ties.
Opportunity. Another aspect of Brazilian business culture is the body gestures that are used during discussions and meetings with other business personnel and clients. American business representatives are recommended not to deal with others in a conservative manner, since it will not be liked. The American business professionals should consider this as an opportunity, as they would be able to learn new patterns of effective body language that is considered acceptable for the Brazilian people. Few of these communication patterns include maintaining eye contact during conversation and standing at an appropriate distance, which can prove to be convincing during business meetings.
Threat. There is a practice in America to focus on written expressions such as emails, pamphlets and letters to advertise goods and services, make new customers, retain existing customers, and dealing with stakeholders. This is not applicable in Brazil, as locals give importance to verbal expressions over written ones. Therefore, American companies that wish to initiate their business in Brazil are suggested not to depend on emails and letters/posts for exchanging information; rather, they should develop a practice of taking feedback via phone calls or personal meetings.
Conclusion
To put the dissertation succinctly, it can be well stated that Brazil is a diversified place in terms of its people, geography, and corporate culture. This has also highlighted the fact that the U.S. culture is very different from the Brazilian culture; therefore, the U.S. based organizations need to develop a deep understanding about Brazil’s corporate cultural elements and dimensions in order to have successful business in Brazil.
References
Aswathappa. (2010). International Business 4E. India: Tata McGraw-Hill Education.
Beekun, R.I., Stedham, Y. & Yamamura, J.H. (2003). Business Ethics in Brazil and the U.S.: A Comparative Investigation. Journal of Business Ethics, 42(3), 267-279.
Boraas, T. (2001). Brazil. USA: Capstone.
deVries, A. & Blore, S. (2010). Frommer’s Brazil. 5th Edition. USA: John Wiley & Sons.
Dicks, B. (2005). Brazil. United Kingdom: Evans Brothers.
Kaslow, F.W. (2012). Handbook of Family Business and Family Business Consultation: A Global Perspective. USA: Routledge.
M-da, S. & S-ftoiu. R. (2012). Professional Communication Across Languages and Cultures. Netherlands: John Benjamins Publishing.
Meir, D. (2011). Brazilian culture. Retrieved from Brazilian Culture website: http://utahpictures.com/brazil/Brazilian_Culture.php
Morrison, T. & Conaway, W.A. (2006). Kiss, Bow, Or Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries. 2nd Edition. USA: Adams Media.
Poelzl, V. (2009). CultureShock! Brazil: A Survival Guide to Customs and Etiquette. 3rd Edition. USA: Marshall Cavendish International Asia Pte Ltd.
Schroevers, S. (2013). Where cultures meet; a cross-cultural comparison of business meeting styles. Netherlands: Sander Schroevers.
Silverman, G. (2013). Brazil Startup Guide: 2014. USA: Brazil Startup.
Tomalin, B. & Nicks, M. (2007). The World’s Business Cultures and how to Unlock Them. United Kingdom: Thorogood Publishing.
West, R. & Turner, L.H. (2010). Understanding Interpersonal Communication: Making Choices in Changing Times, Enhanced Edition: Making Choices in Changing Times. USA: Cengage Learning.
World Business Culture. (2013). Brazilian Management Style. Retrieved from World Business Culture website: http://www.worldbusinessculture.com/Brazilian-Management-Style.html
Zhang, M. (2010). Competitiveness and Growth in Brazilian Cities: Local Policies and Actions for Innovation. USA: World Bank Publications.
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Our essay writers are graduates with bachelor's, masters, Ph.D., and doctorate degrees in various subjects. The minimum requirement to be an essay writer with our essay writing service is to have a college degree. All our academic writers have a minimum of two years of academic writing. We have a stringent recruitment process to ensure that we get only the most competent essay writers in the industry. We also ensure that the writers are handsomely compensated for their value. The majority of our writers are native English speakers. As such, the fluency of language and grammar is impeccable.
What if I don’t like the paper?
There is a very low likelihood that you won’t like the paper.
Reasons being:
- When assigning your order, we match the paper’s discipline with the writer’s field/specialization. Since all our writers are graduates, we match the paper’s subject with the field the writer studied. For instance, if it’s a nursing paper, only a nursing graduate and writer will handle it. Furthermore, all our writers have academic writing experience and top-notch research skills.
- We have a quality assurance that reviews the paper before it gets to you. As such, we ensure that you get a paper that meets the required standard and will most definitely make the grade.
In the event that you don’t like your paper:
- The writer will revise the paper up to your pleasing. You have unlimited revisions. You simply need to highlight what specifically you don’t like about the paper, and the writer will make the amendments. The paper will be revised until you are satisfied. Revisions are free of charge
- We will have a different writer write the paper from scratch.
- Last resort, if the above does not work, we will refund your money.
Will the professor find out I didn’t write the paper myself?
Not at all. All papers are written from scratch. There is no way your tutor or instructor will realize that you did not write the paper yourself. In fact, we recommend using our assignment help services for consistent results.
What if the paper is plagiarized?
We check all papers for plagiarism before we submit them. We use powerful plagiarism checking software such as SafeAssign, LopesWrite, and Turnitin. We also upload the plagiarism report so that you can review it. We understand that plagiarism is academic suicide. We would not take the risk of submitting plagiarized work and jeopardize your academic journey. Furthermore, we do not sell or use prewritten papers, and each paper is written from scratch.
When will I get my paper?
You determine when you get the paper by setting the deadline when placing the order. All papers are delivered within the deadline. We are well aware that we operate in a time-sensitive industry. As such, we have laid out strategies to ensure that the client receives the paper on time and they never miss the deadline. We understand that papers that are submitted late have some points deducted. We do not want you to miss any points due to late submission. We work on beating deadlines by huge margins in order to ensure that you have ample time to review the paper before you submit it.
Will anyone find out that I used your services?
We have a privacy and confidentiality policy that guides our work. We NEVER share any customer information with third parties. Noone will ever know that you used our assignment help services. It’s only between you and us. We are bound by our policies to protect the customer’s identity and information. All your information, such as your names, phone number, email, order information, and so on, are protected. We have robust security systems that ensure that your data is protected. Hacking our systems is close to impossible, and it has never happened.
How our Assignment Help Service Works
1. Place an order
You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.
2. Pay for the order
Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.
3. Track the progress
You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.
4. Download the paper
The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.
PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A PERFECT SCORE!!!
