German Approach
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. Patterns
American Approach
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. Patterns
American View
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.
German View
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.
Advice to Germans
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.
Advice to Americans
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.