Why Cultural Differences Matter in Sales

Bonjour, and welcome!

Writing this one from Paris. I'm here for a mix of work and holiday. It's still summer here, and it struck me: sales methodologies love to normalise the process, but in reality, so much of what we treat as our "normal" way of doing business is really just culturally normal. What lands in Melbourne doesn't automatically land in Paris. And that is good news!

Welcome to this month's edition of The Growth Brief, a read on how the way we sell is shaped by where we're standing. This month, I'm seeing it through a French lens.

This Month, France Is Teaching Me About Selling Abroad

We like to think selling is all rational brain: frameworks, data, the close.

But we're running on two systems the whole time: the gutfeel, emotional brain and the rational one. And this edition uses both.

The Hofstede cultural framework puts numbers behind the rational-brain half.

France scores 68 on Power Distance against Australia's 38: French organisations expect deference up the chain, Australians expect access to anyone.

On Uncertainty Avoidance it's 86 versus 51: French counterparts want the full picture before committing; Australians decide faster.

And on achievement-orientation the two swap places: Australia at 61 (results-first), France at 43 (consensus-first).

In simple terms: French businesses tend to operate with greater hierarchy and upfront planning, while Australian businesses favour pragmatism, action-oriented approach.

What French like about Aussies

• Pitching with energy and authenticity, rather than relying solely on credentials and formal status.

• Suggesting a quick coffee follow-up, keeping momentum going instead of waiting for the next formal meeting.

• Building rapport quickly and treating people as equals, creating open and approachable working relationships.

Three things worth watching for in a French meeting

“Who actually says yes?”Not the person across the table, usually. Decisions move up the chain and come back later, so treat the room as an audition, not a finish line, and bring the full picture, not just the pitch.

=> While the French build consensus through the hierarchy, Australians can decide quickly and maintain momentum.

“Have I over-explained, or under-explained?”

France scores near the top of the world on Uncertainty Avoidance, so more detail reads as competence, not clutter; come with the plan, the data, and the fallback plan.

=> The French like the full dossier; Aussies have a knack for getting to the point without losing the plot.

“Is this a negotiation or a debate?”

Both, and the French lean into it. They'll tell you plainly if they think you're wrong, and expect the same bluntness back; a sharp disagreement is a sign they're taking you seriously, not a red flag. Aussies tend to avoid open conflict and smooth things over to keep the mood easy.

=> The French sharpen ideas through debate; Aussies build trust by keeping conversations open, practical and easy-going.

Something to sit with

Think about the last deal you lost overseas. Now think about whether it was the offer that missed, or the manner, the pace, the formality, the proof you didn't bring.

Most of the time it's the second one. The offer was fine. What's missing is calibrating gut feel to the room you're actually in, not the one back home.

Consistency of trust across borders doesn't happen by accident. It happens because you notice the room you're in and adjust. It is more than a step in the sales process.