Americans do not make a clear distinction between serving and consulting. They go hand-in-hand. They are two sides of the same coin. Consulting is a service to the customer.
Serving should include bringing into play subject matter expertise. However, an American consultant, supplier, vendor, seldom sees themselves at eye-level with the customer. The customer is always in charge. Examples
The American customer expects the supplier to deliver a product or service as defined by the customer. The customer expects the supplier to orient himself fully towards their needs and to respond as quickly as possible. The supplier is expected to adapt to any change in scope. Examples
In Germany two parties enter into a dialogue about matching a customer’s problem with a supplier’s solution. Once the what has been agreed upon, there is limited customer input about the how. Examples
Collaboration in the American business context is defined first und foremostly by the customer. They not only define what they want, but also to a significant extent how they want it. Examples
Americans prefer a high level of collaboration during the entire business relationship. The initial stage of cooperation will seldom involve the depth and duration as in the German business context.
But, once the execution phase begins the American customer expects to be involved not only in the what, but also in the how.
Germans prefer a very high level of dialogue with the supplier in the initial stage of the cooperation. Once there is agreement on the what and how, though, the supplier is given the mandate (transfer of responsibility) to execute.
The collaboration continues, but primarily based on communicating about and dealing with any unexpected changes in parameters. If the execution goes as planned, there is little necessity for collaboration.
When American customers speak of a good collaborative relationship with a supplier they mean foremostly rapid reaction and flexibility of the supplier to the input of the customer concerning not only the what, but also the how, of the task.
The American customer wants to be involved in all phases of the execution, not just in the startup. This might surprise you, perhaps even be a distraction. It can seem like micromanagement.
Therefore, choose the right moment early in the working relationship to address this point. It’s sensitive, but important.
American customers want to remain informed, at times only generally, at other times in a very detailed way. The reserve the right to go down to the tactical level in order to address certain issues.
When German customers speak about collaboration between them and a supplier they mean primarily the initial phase of request definition and planning.
The input of your German customer will stress the what of the business relationship and not the how. In other words, they want to be highly involved in the early stage, but less so in the various phases of the execution.
This will surprise you. This style of collaboration will appear more like customer absence. Early in the business relationship discuss your role and the role of your German customer during the execution phase. Be prepared to communicate less frequently with the customer.
She has decided to put your services to work. She assumes that you are the expert, that you have established processes to deliver your solutions. She sees no reason to get involved in the details of execution. That is your job. Do not expect the customer to hand-hold you. She will not expect you to hand-hold her.
The German customer expects the supplier to complete the requested task correctly and expertly, within schedule and budget. The boundary conditions are negotiated and held to as precisely as possible. Germans, however, will sacrifice schedule and budget in order to receive what they ordered. Examples
The American customer expects the supplier to deliver a product or service as defined by the customer. The customer expects the supplier to orient himself fully towards their needs and to respond as quickly as possible. The supplier is expected to adapt to any change in scope. Examples
Americans, from the reverse point of view, deem the German supplier to be inflexible. He demands too much of the customer in the initial phase. Often the American customer is not in a position to supply adequate information for the the solution provider. Nonetheless, it is felt that the supplier can begin the early stage of work. The internal processes of the supplier can appear rigid and bureaucratic to the American customer.
The German supplier can become frustrated with American customers who specify their requests unclearly, constantly revise them, or alter greatly the original scope. This all makes solid planning difficult. From the German perspective, there is inadequate willingness on the part of the customer to adapt flexibly to the processes of the solution-provider. For, the solution requested is a product of internal processes.
Your American customer – whether external or corporate internal – expects that you orient your expertise and services to his specific needs. From your perspective, the customer needs you just as much as you need him.
You, therefore, expect the customer to respect and balance his needs with the way in which you put your expertise to work for him. Handle this subtle dance, this search for balance, carefully and with diplomacy. Otherwise, your American client could gain the impression that you are inflexible or not customer oriented.
The belief that the “customer is king” is taken seriously in the U.S. Stay focused on customer needs, but also take the time to carefully and patiently describe where your internal work processes cannot be modified.
Remind your customer diplomatically that choosing you as their solution means choosing how you work. Demonstrate flexibility in your work, but remain firm when it comes to delivering what the customer expects.
Before making a request for services, the German customer has thought through carefully what he wants. He is ready to enter into a business relationship. He will expect from the supplier a persuasive explanation of their methods and processes.
And since a mutual give-and-take between customer and supplier is normal in the German context, your German customer anticipates adapting to some extent to how you work.
This might surprise you. For in America the customer is supposed to be king. Be prepared for specific and exact questions from your German customer about what and how you do things.
If you see the need for the customer request to be modified based on your internal processes, address these as early as possible. Modifications later will be difficult to explain to your German customer.
Collaboration in the American business context is defined first und foremostly by the customer. They not only define what they want, but also to a significant extent how they want it. Examples