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Case study

Understanding culture is the key to delivering the highest levels of customer service

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Advances in technology allow companies to deliver real-time services to customers in almost any part of the world 24/7. As a result, customers’ expectations have changed. They’re now accustomed to fast, polite and thorough service and solutions. This challenges companies to deliver excellent customer service experiences—and understand how those experiences can vary between cultures.

For example, a key component of quality customer service is empathy, which is identifying with and understanding another person’s situation, feelings and motives. However, it’s difficult for customer service representatives in a call center in Eastern Europe, for instance, to put themselves in a customer’s shoes in Canada, Japan, or other cultures. Understanding cultural values, behaviors and attitudes regarding service expectations and having a working knowledge of social protocol and etiquette are essential for success in today’s competitive business landscape. This requires organizations that value customer service to:

• Include a global perspective in their approach to serving customers.

• Develop a cultural skillset to be truly productive in a global marketplace.

• Optimize technology that connects employees with customers.

Consumers everywhere expect ever-increasing levels of customer service. Businesses have certainly noticed, but they’re often unprepared to deliver elevated experiences to global customers. The best approach is to gear service toward customers’ cultural expectations.

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Understand differences in the global customer service experience Customer service surveys conducted worldwide indicate universal expectations. Surveys show that service providers must be:

• Available in a timely manner• Competent and able to understand the product

and know the customer• Courteous• Willing and able to provide a positive

customer experience

It’s obvious that consumers want courteous, competent treatment. What’s less obvious is that words such as “timely,” “competent,” and “courteous” are subject to cultural, regional and personal interpretations. For example, a customer in the U.S. might be impressed with a representative who takes control of the situation, conveys the confidence that “I can get the job done for you,” chats with the customer, offers personal recommendations and maybe cracks a joke while the issue is being resolved or the service is being rendered.

This same approach would probably not impress a Japanese customer, who’s used to a rep speaking softly or in a higher-pitched tone, and uses honorifics and polite phrases to show respect for the customer by being humble. Meanwhile, a Scandinavian customer might prefer a straightforward approach–service without a smile–and feel that anything except handling the transaction would be excessive and too much like a hard sell.

From a business perspective, it’s vital for the service provider to adapt, as much as possible, to the culture of the customer. That’s because customers move to a provider that best meets their expectations.

Best practices to elevate customer serviceEstablished best practices provide the blueprint for companies to provide excellent global customer service. To get started, organizations should evaluate the culture of the regions where they’re providing customer service or locating a contact center. Then they should analyze:

The historical perspectiveKnow if the area is part of a capitalist or socialist society and how long the culture has experienced consumerism. In some cultures, the customer is always right. In countries where consumerism has a strong foothold, customers have power and

expect to be catered to by company representatives. In other countries, like those in Eastern Europe where consumerism is not as strong, customers expect to wait in line and do not make strong demands.

Consumerism is viewed less positively in some cultures. Others have the expectation that people who work hard get rewarded. In India, transactions are a “dance” often involving bargaining and negotiating, and it may get emotional. Cultural differences may also define attitudes toward work. Some cultures live to work while others work to live.

Time orientation Is a pause three seconds or three minutes? The answer depends on the culture. Research shows that pauses of 10 to 30 seconds are acceptable in Eastern Europe. In some Asian cultures, pauses lasting up to one minute are not unusual. In the Americas, a pause that extends beyond 3.5 seconds is painful, which is why some Americans try to fill that void with a conversation, even if it’s idle talk. People in cultures used to a long pause may think talking is a sign of disrespect or find it unusual to carry on a conversation outside of a transaction.

In the U.S., if a customer service representative is on the phone and needs to put a customer on hold, it’s recommended to tell this to the customer and ask if it’s okay to place him or her on hold. In Eastern Europe, a much more transactional culture, reps typically don’t ask permission. Asians on the other hand, apologize for putting a customer on hold, but don’t ask if it’s okay.


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Being vs. doingIn the U.S., a customer service representative may appear to be the customer’s “best friend” for five minutes during the transaction. While moving toward accomplishing the service task, the rep is expected to appear personable and friendly.

This approach is seen by many Eastern Europeans as disingenuous. In Asia, a slight, polite smile is expected, but Asians would not expect a rep to act like a friend.

Competitive and cooperativeSuccess means different things to different customers. In some cultures, providing a business service to a customer is seen as an extension of the customer’s business—a “if you succeed then we succeed” mentality. A positive attitude and willingness to help the customer is expected. In short, the business and customer form a partnership to solve problems and ensure mutual success. Service reps are expected to feel connected to customer achievements. In Europe, customer service reps are expected to help solve a problem and then move on. In Asia, reps show a strong personal responsibility for a customer’s problem and would not expect the customer to be part of the solution. In other cultures, reps simply ask about a problem and tell the customer how to solve it.

Formal vs. informalCustomer service greetings can range from “Yes, sir” to “How’s it going?” The level of formality vs. friendliness varies by country and by culture. For example, in the U.S., a salesperson in a store may ask, “How are you? Are you finding everything okay?” or “Did you find what you’re looking for?” This may not play as well in England or Scotland where consumers do not expect to be approached without prompting.

Some cultures prefer a certain distance between salespeople and customers, while in others, the distance is perceived as “stiffness.” In Asia, representatives greet customers and then back off. Customers are treated formally. Northern Europeans are also formal and view the transaction itself is important. Just providing the service is enough.

Direct vs. indirectChoice of words is important across cultures. For example, there’s a big difference between saying “The problem is operator error,” and “Many people have experienced this.” Many Northern European countries in addition to Germany, Russia,

Israel and others take a direct approach to helping customers. Representatives use language such as “This is where you went wrong,” or “Your idea is off track.”

North Americans are much less direct and frame their responses with temperance and words that validate the other person. Examples include, “Let’s try this solution,” or “Let’s try it this way.” Issues are resolved differently in cultures where there’s individual accountability instead of group accountability. In group accountability cultures like Japan, an issue can be resolved by talking to a supervisor, consulting peers, or bringing in a third-party because everyone works toward a resolution together.

Hierarchy vs. equality This is the difference between thinking “The customer is king,” and “I am an extension of your business.” In some cultures, businesses partner with customers, putting them on an equal footing. Representatives avoid using the word “problem” and instead use words like “issue” or “challenge.” This approach may be seen as impolite or disrespectful in other cultures. In Japan, for example, customers are treated politely and customers are put on a pedestal, not treated equally.


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Enhanced customer service starts with understanding cultureCustomer service representatives need to be trained to understand and adapt to the cultural orientations of their customers. This should start with the business developing a set of best practices to help employees, particularly service reps, recognize cultural differences. The best practices should then empower all employees to accommodate the cultural values that drive customer expectations. This is the key to gaining loyal, lifelong customers.

About BerlitzWe enable customers to achieve their goals in a global environment by understanding their individual needs and providing the most effective solutions in language, communication and culture competence anywhere in the world.

We help individuals, businesses, governments and non-profit organizations develop the language, cross-cultural and leadership skills necessary for success. Our comprehensive portfolio of programs covers language lessons, assessment and testing, business communication skills, global leadership training and more.

Customer service by the numbersHere’s what consumers are saying:

• 56 percent say their expectations for customer service are higher now than one year ago.

• 76 percent believe the customer service they receive shows how the company values them.

• 60 percent say they stopped doing business with a brand due to a poor customer service experience; this increases to 68 percent for 18- to 34-year-olds.

Sources: Global State of Multi-channel Customer Service Report, 2016; Aspect Consumer Experience Survey, 2015; Global State of Multi-channel Customer Service Report, 2016.

3 trends shaping global customer satisfaction

1. Social media, collaboration tools and technology are connecting people around the globe and putting new pressure on companies to prioritize customer service. Meeting this challenge requires companies to create and implement new strategies, skillsets and mindsets.

2. Emerging new markets, including fast growing economies like Ghana, Qatar, Turkmenistan and China, will provide the consumer growth engines of the future.

3. Globalization of the labor market will drive companies to compete for the same global brainpower and talent. Off-shoring and outsourcing are ways to save money and are essential strategies to compete in the global marketplace.


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How connecting with culture solved a customer service problemAn American IT services company decided to base its global customer contact center in Sophia, Bulgaria. This decision was based on the company’s understanding that Bulgaria is home to many sophisticated, educated, young people with excellent technical skills who are conversant in English.

Beyond the usual customer service training, the company offered English Language Pronunciation Training. However, the company realized that Bulgarian employees needed a higher level of understanding about customers’ actual service expectations and cultural assumptions.

Berlitz came in to help and found service representatives were competent at solving customer issues. However, Berlitz discovered a gap between connecting with customers and empathizing with their situation. Berlitz designed a custom course for contact center representatives to better understand the cultural implications of their work with North American customers and boost their confidence level.

The response from the service agents was very positive. Many reported new best practices in customer service, including filling in the missing elements of connecting and empathizing with customers from their cultural point of view.

About the AuthorsSue Shinomiya is a senior consultant at Berlitz, as well as a corporate trainer, coach, author and webinar leader specializing in global effectiveness for corporations and individuals. Her 30 years in the intercultural field have included nearly a decade in Asia. Her clients have included global Fortune 500 companies representing a range of industries. She has conducted cultural and business programs in the Americas, Europe and Asia.

Diana Anderson is the Director of Berlitz Cultural Consulting and has worked for over twenty years in the intercultural training field as a consultant, trainer and program designer. Most of her career has been spent at Berlitz supporting business development worldwide by assessing clients training needs specific to their international work, setting expectations and helping them meet their intercultural training goals.

Berlitz is the fastest and most effective way to learn a new language, providing flexible programs that give you practical skills in communication that can help you succeed anywhere in the world. As a pioneer in language and intercultural communication for over 140 years, Berlitz uses innovative techniques to help you learn through flexible programs taught in-person and online where you’ll cultivate life-changing skills that can lead to enriching global travel, increased career opportunities and greater confidence. Berlitz courses give individuals, families and business leaders the skills and cultural awareness to engage confidently with people around the world. To learn more about our programs, visit Berlitz.com.

© 2019 All Rights Reserved by Berlitz Languages, Inc., 7 Roszel Road, Princeton, NJ USA 08540. The Berlitz name and logotype are registered trademarks of and are used under license from Berlitz Investment Corporation.

SUE SHINOMIYA DIANA ANDERSON

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