The Multiple Realities of Latin America – The Latin Business Chronicle
Latin America as a uniform structure can become a delusion for those who have to make regional business decisions.
BY DARIO CUTIN
PUERTO VALLARTA, Mexico — The public and private dialogues during the 2012 edition of the World Economic Forum for Latin America have served as a reminder of the fact that considering Latin America as a homogenous region or market is a mistake that can have a negative impact in the organizational, business and communications planning process.
The more the leaders know about the region, the more they agree that this area of the world is not a block nor does it act as if it will become one. It is rather a theoretical aggregate of multiple realities and complexities that have common roots and characteristics, but also many nuances that differentiate one country and market from another.
This region has deep cultural connections – and only to some extent geopolitical and economic similarities – but it also has a diversity that is impossible to understand by reviewing a spreadsheet or looking through a computer window. The only way to comprehend this region is talking and expending time with its leaders and their people, which are essential ways to understand where their priorities and concerns are common or different.
Since many countries have Spanish as their official language, it is tempting for newcomers to perceive that everything is relatively the same in Latin America… Over time, however, they can recognize that not even language escapes from the differences in each corner of the region.
In regards to the economy, between markets that are emerging, submerged or in the emergency room, the differences are even more accentuated. For instance, the size of Mexico and Brazil makes those two countries impossible to compare with the rest of the region. This situation calls for objectives views while preparing plans for Latin America: it is difficult for regional business or communications leaders to perceive, remember and consider the nuances in the region if they are based on the two largest economies of the region. Otherwise, distance is necessary and indispensable to ensure a general view to consider commonalities and differences within the region.
From a communications perspective, if we had to name the most relevant common characteristic throughout the region, that should be the openness and interest in in-person and small group dialogues. Latin Americans are always eager to talk and exchange ideas. Consequently, organizations must allocate the resources and time needed to develop solid and credible spokespeople to serve as messengers during in person, live conversations.
Along these lines, one highlight of the Forum this year in Mexico is the absence of many private or public sector leaders from several countries, who did not join the conversation to help establish the common ground of priorities for the region, as well to communicate the nuances between the neighbors for the common good. The absence of those senior leaders creates a communication gap that will be perceived, regionally and locally, as a lack of interest and avoidance of business and communications responsibilities.
REGIONAL OR LOCAL COMMUNICATIONS?
A question came up frequently while speaking with many leaders in recent days about the multiple realities of Latin America: if there are so many differences between the key markets, do we need regional communication plans?
I firmly believe that regional communications plans are necessary and worthwhile because they allow organizations to have a consistent, coherent and effective message to support their business plans. However, these plans should include processes and tools to ensure that regional initiatives are leveraged, adapted, customized and even supplemented with local tactics that address the realities, priorities, special circumstances, needs and characteristics of each country or market.
Those regional plans must have a long term approach. They should avoid “easy” solutions, because strategic communications require time, professionalism, personal dedication and reasonable resources over time. Moreover, they call for orchestrated efforts instead of spontaneous and brief attempts to “do some magic,” have a smart, isolated “spin,” or “create some buzz.”
Despite that various leaders don’t like it, building the image and reputation of an organization takes a long term, meaningful and disciplined approach, with the direct involvement of the leaders themselves. It is impossible to establish a good reputation in an impersonal or isolated manner, and it certainly can’t be nurtured in two days or one month… conversely, it can be destroyed pretty quickly if not protected… locally and regionally.
Dario Cutin is Partner and Managing Director, Client Services Latin America, Fleishman-Hillard.
Better Education Quality Needed
Formal education and skills aren’t connecting in Latin America.
BY GABRIEL SANCHEZ ZINNY
Education advocates in Latin America have long pushed for expanded access for all students. Indeed, access has improved, with secondary school completion rates climbing from 30 to 50 percent over the past two decades. However, there is a growing realization that greater access alone will do little good without higher quality.
Business leaders, in particular, have argued that there is a profound disconnect between what schools are teaching and what is actually required for a worker to succeed in a globalized, innovation-driven, and knowledge-based modern economy. “There are very talented people in the region. All they need is a chance to develop,” says Felipe Vergara, co-founder of Lumni, a company that invests in students’ education in exchange for a fixed portion of the income they will go on to receive with their improved career path.
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What’s Watt’s Doing In China?
A Chilean dairy company finds success in China.
BY RUTH MORRIS
SHANGHAI– It’s never been a problem for Chile to sell copper to China. The Chinese came knocking, hungry for the metal to wire new cities and factories as the Chinese economy hit full steam. Copper accounts for roughly 85 percent of Chile’s export sales to the Asian giant.
Knocking on China’s door is another story… and one Juan José Vidal knows well.
As the Asia business manager for Watt’s S.A., one of Chile’s leading food companies, it’s his job to bring an array of jams, juices, cheese and baby formula to the Middle Kingdom and beyond. The company’s products hit Chinese grocery stores three years ago.
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Argentina: Back to the Future
Argentina’s expropriation of YPF defies all logic.
BY JERRY HAAR
The well-received 1985 movie “Back to the Future” was followed by two sequels. The fourth sequel is currently playing in Argentina—not on the big screen but in the political economy of that nation. This nation of 40 million has once more slid back into an imbecilic morass of demagoguery, authoritarianism, mindless statism and self-destructiveness. Don’t cry for Argentina; this toxic elixir was 100 percent brewed and imbibed by the political class in that nation.
In a move that defies all logic, President Cristina Fernandez has renationalized YPF, the nation’s largest oil company, booting out Repsol as majority shareholder. The biggest natural resources renationalization since the Russian government took control of Yukos oil a decade ago, President Fernandez’s claim that the renationalization was done due to YPF’s failure to invest in the oil sector simply does not wash. YPF has had every right to repatriate profits and dividends to its Spanish majority shareholders. It is the Argentine government’s failed energy policy and setting of domestic prices far below international levels that are the true culprits here. Cristina’s vehement assertion that “I am a head of state and not a hoodlum” is akin to Richard Nixon’s assertion: “I’m not a crook.”
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