SAM MAGAZINE 3/24 | 9 Twenty years ago, I contributed to a publication on doing business in the US, and even today many of the cross-cultural observations in that article remain relevant. For Finnish companies targeting the US, understanding the assumptions and perceptions that drive American decision-makers and investors is essential. Both Finnish and US cultures value technological innovation, analytical thinking, and punctuality. However, US businesses, despite their international presence, may have a limited viewpoint on the world beyond US shores. The United States is large and complex in and of itself, so the mindset of US managers and investors can often be rather insular. They seek opportunities to do business internationally but want to see US-style leadership, characterized by energy, enthusiasm, and confidence, from the companies with which they partner. Here are a few thoughts to consider when working in the US. Communication Skills In the US, presenting your business is as much about selling yourself as it is your product or service. Your business offering will not sell itself. A slick brochure or website alone will not get the job done. US investors and partners want to see leaders who demonstrate passion, resilience, and a clear vision. A strong pitch is critical, as you’re often competing with numerous other companies. This requires presentation skills, not always strong competencies of entrepreneurs who have started their businesses based on expertise in highly technical fields. You only get once chance to make a first impression, and you are always competing with many other companies vying for investments and partnerships. Seeking professional help to improve your skills in making presentations is a worthwhile investment. US audiences like to see presentations where you: � Share your conclusions upfront and support them with clear, concise points. Start with the outcome and then back up it up with evidence and examples. � Highlight what makes your business unique and how your offering sets you apart from your competitors. Who is your competition, today and potentially in the future and what makes you different from them? � Avoid overly detailed slides; keep your audience focused on you. Use bullet points and use few words on slides, not long paragraphs. Detailed materials can be included in an appendix that you hand out after you speak so the audience is paying attention to you, not reading your materials while you are talking. � Start with a compelling introduction to capture attention. Catchy phrases, impressive performance statistics, and short stories can work well. However, beware of trying humour. It is a high-risk tactic given different cultural perceptions of what is considered funny. � Be transparent about challenges and ready with solutions. Offer comments on potential concerns. There is no need to dwell on them, but if you reveal a potential challenge you expect to face, be prepared to discuss how it will be remedied. � Include proof of concept through testimonials or case studies. Where and with whom is your product or service working today? Short testimonials from meaningful sources can bolster the credibility of your offering. � Show enthusiasm—if you don’t believe in your business, neither will they. If you do not demonstrate excitement about your business, how can you expect anyone else to do so? American audiences are active listeners and may interrupt with questions. Former US Secretary of State Madeleine Albright said the most important lesson she taught her students when she was a professor at Georgetown University was, “to interrupt!” Be ready and embrace questions as a sign of engagement. Respond succinctly or note that answers will come later in your presentation. If you don’t know the answer, admit it and follow up promptly. Networking Many years ago, I was asked to participate in a training exercise for Finnish executives. It was a mock cocktail reception and the company’s participants were told to circulate among the “foreign” businesspeople. The lack of comfort in making “small talk” at such gatherings has been one of the self-realized weaknesses for many Finnish executives. Even today, I attend international events where the Finns are clustered together on the edges of the room. Breaking this habit is key to success. You must learn how to make the best use of face-to-face networking opportunities. Networking is vital in the US. Developing the comfort to “work a room” may not come easily; but making the effort is extremely important. A few things to keep in mind: � Always have business cards or a QR code with your details ready. � Prepare a brief, polished short pitch about who you are and what your company does. If the listener is interested, the discussion can be US investors and partners want to see leaders who demonstrate passion, resilience, and a clear vision.
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