One paradoxical idea must be voiced right away: from social relations to the hierarchical nature of business systems, Russia and Saudi Arabia are by many criteria closer than it might seem to the layman. However, of course, the business culture of the Kingdom has its own specifics.<\/p>\n\n\n\n
First, there is a special decision-\u00admaking system. In Saudi Arabia, the principle of 360\u2011degree expertise is important: the opinions of management, line managers, and the team are all taken into account. This multiplicity of voices affects decision timelines.<\/p>\n\n\n\n
Second is the fundamental role of reputation and trust. The Gulf countries are characterised by the concept of community and belonging to one\u2019s tribe or clan. The reputation of each family member is extremely significant here. Trust is built on the alignment of value systems, on chemistry. When choosing a partner, an Arab will think about business prospects, his own reputation.<\/p>\n\n\n\n
Third is the format of communication. One personal meeting is often more effective than ten emails. Establishing full-fledged communication via Zoom is impossible. For a Saudi partner, the feeling of the meeting, the atmosphere, smiles, the sense of connection between microcosms are important. The Arabic language is high-context: most of the key meanings are read between the lines. Criticism is practically never voiced. The open door policy here, where everyone\u2019s opinion is taken into account, is broad. But then, through internal chemistry, they decide with whom to move forward.<\/p>\n\n\n\n
A common mistake that Russian entrepreneurs make is that they want to explain everything about their business during the first meeting, often with multiple-page presentations. The first negotiations are a calibration of value systems, of compatibility, where trust is built. You should say a little about the business you represent, its history, philosophy, the emotions associated with it, and its achievements. It is important to mention the Eastern track of the business if it has one.<\/p>\n\n\n\n
An Arab partner does not like pressure, intrusiveness, or open direct selling. All of this devalues the relationship. Eastern-\u00adstyle selling is the art of multi-\u00adlayered rounds of communication. The East waits for the moment when it can be assured of added value: what you will bring to its business and country. Money and price are not the main criteria. What matters is strategic thinking, a horizon ten steps ahead. If you manage to convey the value, the issue of price ceases to be central.<\/p>\n\n\n\n
I am convinced that communicating in Arabic with Arab partners on any topic opens up thousands of times more opportunities than communicating in English. Ninety percent of Russian businesses save money on translators, but by doing so, they limit the scope of their communication capabilities. It is important that Arab partners feel comfortable interacting with you, and this is created through language. A translator must have an excellent command not only of literary Arabic, but also, ideally, of the Gulf (Khaliji<\/em>) and Saudi dialects. Only then does rapport in the dialogue arise, a feeling of comfort, even kaif<\/em> (pleasure). By the way, \u201ckaif\u201d is an Arabic word. Who better to learn this feeling of comfortable communication from than the Arabs?<\/p>\n\n\n\n Deals can fall through due to a translator, or the absence of a translator. Although more often than not there is no direct breakdown of negotiations, but rather a failure to reach a deal. This can happen when the Arab side does not understand something and cannot or does not want to clarify it through English. The level of English proficiency varies on each side, and there is no mechanism for checking understanding. Each side thinks that everything is clear, but in the end, a feeling arises that the other side did not understand, or misunderstood something, and then clich\u00e9s and evaluative characteristics appear, and the dialogue shuts down.<\/p>\n\n\n\n The ritualistic and multi-\u00adformat nature of communication with the East is something that often causes a certain degree of misunderstanding on the part of Russian business, which is accustomed to careful planning and determining time limits for various formats of events in advance. Meeting and receiving a guest here is a sacred duty of the host (remembering the nomadic Bedouin past of the Arabian tribes). Therefore, you need to make the environment as comfortable as possible for him: first offer water, coffee, and refreshments to the traveller and guest, and only then can you offer everything else. Every Russian business faces this when coming to Saudi Arabia.<\/p>\n\n\n\n After the first meeting, you may receive an invitation to a joint dinner, even at the company owner\u2019s home. This invitation means that the business literally enters an \u201cEastern fairy tale,\u201d in which it is important to gently go with the flow, giving the host the proper role of leading this party.<\/p>\n\n\n\n Problems are usually not discussed directly and are not brought to the surface. At the same time, the Saudi partner often knows much more than we might think at the beginning of the meeting.<\/p>\n\n\n\n Gifts are important. After all, the East is about giving. National souvenirs are appropriate: beautiful dishes, plates, tea sets, chocolate sets (carefully study the composition of the chocolate; it must not contain alcohol, even as a flavouring), items made of natural stones. Another good choice is books about your region, your company, your industry. These can be in English., but it is better to have materials in Arabic.<\/p>\n\n\n\n When an unprepared foreign or Russian delegation first encounters partners \u2013 privately or at a booth \u2013 a mass of interpretations arise: what do both sides see and what do they think of each other?<\/p>\n\n\n\n The topic of coffee can be quite funny. For Saudi Arabia, coffee is an important primary element of business etiquette. Coffee starts everything; coffee often ends things; coffee is a space for communication. Hence the specific coffee pots with narrow spouts, and the small cups, into which Arabic coffee with spices, often yellowish or greenish in hue, is poured halfway, so that you can drink up to four cups during a meeting. Sitting for a long time with a cup of coffee and enjoying this drink, which is unusual for Russian guests, has sometimes led to amusing comments like: \u201cOh, what is this nice little tea or fruit drink you have?\u201d Fortunately, interpreters do not tend to translate these moments, but such things can affect the atmosphere.<\/p>\n\n\n\n The subtleties of communication are important: the etiquette of entering a dialogue through coffee, dates, conversation in the majlis<\/em> (a special hall for meetings and communication in Arab homes and business centres), through one side tuning into the other\u2019s communication temperature.<\/p>\n\n\n\n I have heard all kinds of stories of people failing to show the proper respectful etiquette that Saudi Arabia expects. It could concern how the meeting is organized. For example, the foreign side might forget to place signs with positions and names in Arabic for a round table, or there may not be enough chairs for the delegation.<\/p>\n\n\n\n The Saudi side will never openly show its embarrassment or displeasure. But how comfortable it is communicating with the Russian side will be evident from how long the meeting lasts. The longer the meeting, the more interesting the Saudi delegation usually finds it. For them, time is a space for getting to know the partner, a context within which compatibility is determined. The East is not interested in quick stories. The East is about the long term, the fundamental, the strategic.<\/p>\n\n\n\n Another mistake that Russian businesses regularly make is that they are reluctant to initiate communication. This is especially noticeable at exhibitions, when even a pavilion located nearby is not a good enough reason to go up and start a conversation, get to know the people, chat.<\/p>\n\n\n\n Much has been written about cross-\u00adcultural differences, but the literature provides a general idea and does not convey the living environment. Literature only helps when it is supplemented by practice, observation, experience, and, preferably, the support of people who know how to translate not only the language, but also the cultural code. <\/p>\n","protected":false},"excerpt":{"rendered":" Viacheslav Eliseev, Founder and CEO of Job for Arabists, on the nuances of building relationships with Saudi partners.<\/p>\n","protected":false},"author":2,"featured_media":3915,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[14],"tags":[1043],"country":[187],"authors":[1048],"class_list":["post-3914","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-opinions","tag-1043","country-saudi-arabia","authors-eliseev"],"acf":[],"yoast_head":"\nRituals<\/h2>\n\n\n\n
Mistakes<\/h2>\n\n\n\n