Company Profile
• Founded in1878 by Maximilian D. Berlitz
• Global Coverage ： 75 countries and regions
• No. of Employees ： 12,000 (employees and instructors)
• Total Sales (Revenue) ： US$ 563.4 million(2010)
• EBITA (Profit) ： US$ 33.4 million (2010)
• Language Lessons given:6 million (2010)
Business Area First Language School
Language Services
• More than 550 language centers in 75 countries
• Lessons in 50 different languages
• Well regarded “Berlitz Method”
Maximilian D. Berlitz
Global Leadership Development
• Communication Skills Training, Cross Cultural Training, and
Global Leadership Training
Study abroad (ELS)
• Partnership with 600 US universities
• 48 ELS centers in the U.S.
• Service Centers in 12 countries HQ (Princeton, NJ USA)

•COI® Assessment
•Cultural Navigator™
•Cultural Orientations Model™
•On-line Solutions
•Language Lessons
•Cross-cultural Mobility Training
•Communication Skills Training

A suite of capability development solutions which equips personnel at all levels of the organization with the necessary communications, intercultural agility and inclusive leadership skills to achieve their objectives in a complex global environment.

“Leadership is a process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task”.
‘
An Integrative Theory of Leadership’ Dr. Martin Chemers
– Leadership is a “process”
– It can be learned and practiced
– Leadership is not necessarily about hierarchy or rank

provides Communications, Cultural and Leadership Skills to enable success in a global context.
Global Leaders need to be able to execute their leadership duties successfully with teams of people from highly diverse linguistic, cultural, ethical, religious and business practice backgrounds.

Solution Portfolio Pillars
Communication
Acquiring the necessary language and incremental communications skills for particular markets and business activities
(delivering presentations, conducting negotiations, managing meetings, etc.)
Culture
Developing a sense of one’s own cultural profile, preferences and style.
Building cultural agility and the ability to adapt their own cultural style to that required for a particular environment.
Leadership
Developing global business knowledge and acumen.
Acquiring marketspecific business practice, knowledge and insights to maximize success when entering a new marketplace.
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Solution Portfolio and Reference Guidebook
Communication Culture Leadership
Meetings
Doing Business Globally
Leading Global Teams
Presentations
Negotiations
Virtual Communication
Cultural Orientations at Work
Doing Business In…
International Assignment
Assertive Communication
Persuasion and Influence
Conflict Management
Communicating and Collaborating Effectively Across Culture
Valuing Diversity and Practicing Inclusion
Executive Communication
Coaching Leading and Managing Across Cultures
Transitional Coaching
Repatriation
Global Orientations (Standard)
Customized Communication
Programs(Function/Industry/T ask Specific)
Inclusive Leadership
Customized Leadership Development Programs
Country Specific M/P/N
12
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©2009 TMC | A Berlitz Company. All rights reserved .

Cultural Mentoring
Helping others with cultural adaptation and integration
Cultural Dialogue
Exploring cultural differences and negotiating mutual adaptations
YES NO
Is the burden of adaptation shared by all?
Cultural Due Diligence
Assessing and preparing for the possible impact of culture and cultural differences
Style
Switching
Using Adopting a different behavioral approach to accomplish one’s goals

The CN is a web-platform designed to:
• develop managers and leaders with global responsibilities
• enhance team effectiveness
• conduct business in global markets
• foster an inclusive culture within your organization

The COI is a statistically validated cultural assessment that measures one’s work style preferences against 10 dimensions of culture.
The COI assessment and personal report are available in multiple different languages.
The COI report includes 2 sets of comparison tools
- COI Country Comparisons and COI Teams
Comparisons.

The COI User Comparison allows you to compare your profile one-onone with your colleague. The report highlights the differences and similarities between your work style preferences.

The COI Team Comparison allows you to create online virtual teams and run two team reports –
Team Gap Analysis and Team Aggregate Report. The
Team Gap Analysis hones in on critical cultural gaps between you and your team members.
Recommendations to bridge the gap and prevent a break down in communication is also presented.

The COI Country Comparison allows you to compare your profile with another country or do a gap analysis with up to 10 other countries

Learn how to conduct business in 107 global
markets with CountryScope.
Listen to featured Podcasts from our worldwide network of Subject Matter
Experts.

International Manager Survey
Difficulties encountered upon return
Upon your return from expatriation, did you encounter difficulties in... ?
One-half of expatriates returning from expatriation encountered difficulties in their professional environment.

International Manager Survey
The company’s attitude upon expatriates’ return
Was your company helpful to you, during your phase of readaptation?
Upon your return, did the company consider your wishes in terms of your desired position?
The company did not take into account or did not mention
71% of Asian nationals did not feel assisted by their company during their readaptation,
In comparison to 19% of Western Europeans.

International Manager Survey
Future Expatriation: Expected Future Gains
A fulfilling project from a personal standpoint;
Agree
The opportunity to travel
The opportunity to further knowledge of languages
The need for a break from daily routine
80%
76%
71%
A family experience 52%
Completely
Agree
Mostly
Agree
Target groups who agree the most with this issue
41% 39% Under 35: 89%
41%
30%
32%
35%
41%
20%
Ages 20 to 30: 82%
Ages 20 to 30 : 86%
Expatriation at their request:
82%
Married: 76%
Parent of more than one child: 94%

International Manager Survey
The Spouse or Partner’s Point of View
Challenges to be faced by the partner are greater than for the expatriate…
Challenges
The language
Your adaptation process
Adaptation to your new cultural environment
Adaptation process for one of your children
The challenge of being as efficient in the destination country as in one’s own culture
Adaptation process for spouse/partner
Adaptation to new style of behavior
Partner
Perception
61%
50%
40%
30%
30%
23%
20%
Expatriate
Perception
46%
24%
29%
11%
44%
30%
22%

International Manager Survey
Importance of Challenges for Previous Versus Future Expatriations
The language
The challenge of being as efficient in the country of expatriation as in your own culture
Adaptation to your new professional environment
Adaptation to your new cultural environment
Adaptation to a new style of behavior
Your process adaptation
The adaptation process for your spouse or partner
The adaptation process for one of your children
Non specified
1
4
4
13
13
28
27
22
26
21
26
35
34
37
44
40
47
52
Had previous expatriation First expatriation

International Manager Survey
Important Professional Changes Upon Return from Expatriation
In the end, did you…?
62% of Western-European nationals have changed companies since returning from their expatriation. 1/3 of returning expatriates changed employers because of the position offered to them upon their return.

MARCH 2012

Since 2003 Berlitz has been selected to provide
Danone Managers with the language training for their expatriate and for their impatriates.
100 hours for the employee and 50 hours for the spouse

Since 2005, Danone and Berlitz have established intercultural training programs for international employees and their spouses to accelerate the adaptation process in their new position as well as in the host country. Training is designed to address the following issues:
Essential information about the culture of the destination country
Professional stakes ( Business and negotiation ) and personal issues ( cultural factors affecting daily life )
The challenges of adaptation during the mission and upon return
Since 2005 , more than 300 intercultural training programs have been successfully conducted in 32 different cultures and for over 680 international Danone employees ( training may take place in either the country of origin or the host country ).

LEADING AND MANAGING ACROSS CULTURES (TIER 2)
Since 2009, Danone and Berlitz have worked in partnership to create a multicultural training curriculum for the program “ Bridging Cultures ”, aimed at Executive Committees whose members are of different nationalities.
Issues addressed in this program include:
Team Building
Key elements of Multicultural Management
Adaptation of Management and strategies to a specific geographic area
Since 2010, 6 “ Bridging Cultures ” workshops have been successfully conducted with participants of some twenty different nationalities: in
Poland, Algeria ( April 2010 ), Iran ( December 2010 ), and Amsterdam ( 2011 )
Budapest and Paris.

EFFECTIVELY ACROSS CULTURES (TIER 2)
International Procurement Team
Team Profile
5
Communication

Leadership Program Communication Program International Assigment
42
131 2011
44
2010 89
26
2009 68
0 50 100 150
187
200 250
286
300
300
33

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