Doing business in Brazil is about more than understanding the market, finding the right partner or getting the legal structure right. It also means understanding how people communicate, build trust, make decisions and work together.
Brazil is a highly internationalised economy, and many Brazilian companies operate to international standards. Yet the way business relationships are built differs in important ways from what many international companies are used to. Personal connections, trust and face-to-face interaction are an integral part of doing business in Brazil↗.
The first principle is straightforward:
In Brazil, relationships come before business.
From building relationships and communicating effectively to understanding hierarchy, meetings, negotiations and everyday collaboration, this guide offers a practical introduction to Brazilian work and business culture — and how international companies can work effectively within it.
In This Guide
- Relationships Come Before Business
- Hierarchy and Decision-Making
- Formality and Professional Etiquette
- Communication: Read Between the Lines
- Meetings and Time
- At the Negotiating Table
- Feedback and Conflict
- All About WhatsApp
- Building Long-Term Business Relationships
- Practical Do’s and Don’ts
- And Finally, Not All Regions and Industries Are the Same
Relationships Come Before Business
One of the defining characteristics of Brazilian business culture is the importance of personal relationships. Business is rarely viewed as purely transactional. Before discussing contracts, prices or long-term commitments, people often want to know who they are dealing with.
This can feel different from business cultures where efficiency and getting straight to the point are highly valued. In Brazil, taking time to establish a personal connection is not a distraction from business. It is part of doing business.
Trust Comes First
Trust is an important foundation for business relationships in Brazil. People often prefer to work with someone they know, like and trust rather than with an unfamiliar company offering an attractive commercial proposition.
This makes the first interactions particularly important. A conversation about your background, your experience, your connection to Brazil or even your interests outside work can be just as useful for building the relationship as a formal presentation.
That does not mean every meeting needs to become deeply personal. It simply means that the person behind the business matters.
Don’t Rush the First Meeting
International companies sometimes approach a first meeting with a very clear agenda: introduce the company, present the proposition, discuss the numbers and agree on the next steps.
In Brazil, it is worth leaving more room for conversation.
A meeting can start with coffee, family, travel, football or other everyday topics before moving into the business discussion. This initial conversation helps establish rapport and gives both sides an opportunity to get a sense of the person they are dealing with.
Trying to skip this part and immediately move to the commercial proposition can make an interaction feel overly transactional.
Business Relationships Extend Beyond the Meeting Room
Relationships are built through repeated interaction. A lunch, coffee, dinner or informal conversation can strengthen a relationship that started in a formal business meeting.
This is particularly relevant when working with potential partners, distributors, investors or local representatives. Regular contact demonstrates commitment and helps turn an initial introduction into a genuine business relationship.
In practice, this means that being present matters. An international company that only communicates from abroad by email is approaching the relationship very differently from a company that regularly meets its Brazilian counterparts and invests time in getting to know them.
Relationships Take Time
Building trust does not happen after a single meeting. Brazilian business relationships often develop gradually, through multiple conversations and interactions.
Patience is therefore important. A meeting that does not immediately produce a contract or commercial commitment has not necessarily been unsuccessful. It may simply be another step in building the relationship.
The same principle applies after a deal is signed. Maintaining the relationship, staying in contact and showing genuine interest in the partnership helps create the trust needed for future opportunities.
A Practical Approach for International Companies
When entering the Brazilian market, give relationships the time they deserve:
- Don’t rush straight into business. Allow time for informal conversation.
- Meet in person when possible. Face-to-face interaction carries significant value.
- Show genuine interest. Get to know the people you are working with, not just their companies.
- Stay in touch. Regular communication helps maintain momentum and trust.
- Think long term. A relationship can create opportunities well beyond the original project.
- Be patient. Building trust is a process, not a single meeting.
The key takeaway: in Brazil, a business opportunity often starts with a relationship. Invest in the relationship first, and the business conversation becomes much easier to have.
Hierarchy and Decision-Making
Brazilian companies generally place more emphasis on hierarchy and seniority than many international companies are used to. Job titles, experience and position within the organisation carry significant weight, and senior executives often have a clearly defined role in important decisions.
This is particularly relevant when entering the Brazilian market. Knowing who you are speaking with is not always enough; understanding where that person sits within the organisation is equally important.
Know Who Makes the Decision
A person can be highly involved in a project without having the authority to make the final decision. Commercial, financial and operational teams may all contribute to a decision, while final approval remains with a senior manager, director or owner.
For international companies, identifying the decision-making structure early helps avoid unnecessary delays. Ask who needs to be involved, who approves the proposal and who will ultimately sign off on the agreement.
Seniority Matters
Titles and seniority are taken seriously in Brazilian business environments. Addressing senior counterparts appropriately and showing respect for their position helps establish credibility.
This does not mean that every Brazilian organisation is highly formal. Many workplaces are friendly and informal in their day-to-day interactions. The distinction is that informality does not necessarily remove the underlying hierarchy.
A conversation can be relaxed while the decision-making structure remains firmly hierarchical.
Build Relationships at More Than One Level
A strong relationship with your day-to-day contact is valuable, but relying entirely on one person creates a risk. If that person changes roles, leaves the company or lacks the authority to move a project forward, progress can quickly slow down.
Where appropriate, build relationships across the organisation. Maintain contact with the people who work directly on the project while also establishing relationships with the relevant decision-makers.
This is another reason why personal relationships matter so much in Brazil. Business development is not simply about finding the right company; it is about understanding the people and relationships within that company.
Decision-Making Takes Patience
Brazilian decision-making can involve several layers of approval, particularly in larger companies, family-owned businesses and organisations with formal management structures. Decisions may therefore take longer than an international company initially expects.
The best approach is to combine patience with consistent follow-up. Keep the conversation moving, clarify next steps and maintain contact rather than assuming that silence means the opportunity has disappeared.
The practical lesson: understand the hierarchy, identify the real decision-makers and invest in relationships beyond your immediate contact. In Brazil, knowing who makes the decision can be just as important as knowing what decision needs to be made.
Formality and Professional Etiquette
Brazilian workplaces often combine a formal professional culture with a warm and personal way of interacting. The atmosphere can become informal quickly, but professional courtesy and respect remain important.
For international professionals, this means paying attention to context. A relaxed conversation does not necessarily mean that formalities can be ignored, particularly when meeting senior executives, government representatives or new business contacts.
Titles and Introductions
Professional titles are more commonly used in Brazil than in many international business environments. Using a person’s title, particularly when addressing senior professionals, is a simple way to show respect.
Introductions also matter. A proper introduction establishes the relationship before the business conversation begins, and rushing straight into business can come across as unnecessarily transactional.
Dress and Appearance
Professional appearance carries weight in Brazilian business culture. The appropriate level of formality depends on the industry, company and occasion, but business attire tends to be more polished than the informal atmosphere of some workplaces might suggest.
When meeting a new client, partner or senior executive, it is generally safer to dress slightly more formally than too casually. Once you understand the company culture, you can adapt accordingly.
Formality Can Change Quickly
Brazilian business interactions can move comfortably between formal and informal. A meeting may begin with formal introductions and quickly develop into a relaxed conversation. Colleagues and business partners may also become quite personal once a relationship has been established.
This shift is not a contradiction. Professional respect and personal warmth are perfectly compatible in Brazilian business culture.
The practical approach is to start with the appropriate level of formality and let the relationship determine how informal the interaction becomes.
Hospitality and Social Interaction
Coffee, lunch and dinner are important parts of Brazilian business culture. These occasions are often used to strengthen relationships rather than simply to discuss business.
Accepting an invitation to lunch or continuing a conversation over coffee can therefore be an important part of building a business relationship. Not every valuable business conversation happens across a conference table.
The practical lesson: start professionally, show respect for titles and hierarchy, dress appropriately and allow the relationship to determine how informal the interaction becomes.
Communication: Read Between the Lines
Communication in Brazil is often more expressive, personal and relationship-oriented than in many other business cultures. Tone, body language and the context of a conversation can carry as much meaning as the words themselves.
For international professionals, one of the most important things to understand is that Understanding the context behind a response is often just as important as the response itself.
A “Yes” Is Not Always a Commitment
Brazilian communication tends to avoid unnecessary confrontation. A positive response can sometimes express openness or willingness to continue the conversation rather than a firm commitment.
For example, “vamos ver” (“we’ll see”) or “vamos analisar” (“we’ll analyse it”) can indicate that the proposal is still being considered rather than that an agreement has been reached.
Pay attention to what happens after the conversation. Has a next step been agreed? Has someone been assigned responsibility? Is there a date for a decision?
These details help distinguish genuine commitment from polite enthusiasm.
Saying “No” Indirectly
A direct refusal can sometimes feel unnecessarily confrontational. Instead of saying “no” explicitly, a Brazilian business contact might use a softer response, leave the matter open or suggest that something will be considered later.
This is where context becomes important. If a proposal repeatedly receives positive but non-committal responses without any concrete next step, it is worth reassessing the level of interest rather than simply assuming the deal is progressing.
The best response is not to become more confrontational. Ask clear, practical questions that make it easy for the other person to communicate their actual position.
Communication Is Personal
Business conversations in Brazil often have a strong interpersonal element. Communication tends to be more expressive, and warmth, humour and personal conversation are common parts of professional interaction.
This connects directly to the importance of relationships. A purely factual and highly transactional communication style can create unnecessary distance, particularly during the early stages of a business relationship.
Portuguese Makes a Difference
English is widely used in international business, particularly among larger companies and internationally oriented professionals. Portuguese remains the primary language of business in Brazil, however.
Speaking Portuguese, even at a basic level, can make a noticeable difference. It shows effort, makes informal conversations easier and helps you understand nuances that can be lost in translation.
For companies entering Brazil, having someone who can communicate comfortably in Portuguese is therefore a significant practical advantage.
Put Important Agreements in Writing
A relationship-driven and conversational business culture does not replace the need for clear documentation.
After important meetings, summarise the key points, decisions and next steps in writing. This is particularly useful when discussions have covered several issues or when different people are involved in the decision-making process.
Written follow-up creates a shared reference point without turning every conversation into a formal negotiation.
The key takeaway: listen not only to what is being said, but also to the context and the actions that follow. Communicate warmly, ask clear questions, confirm important points in writing and remember that a little Portuguese can go a long way.
Meetings and Time
Business meetings in Brazil often have a more social and flexible character than international professionals from more time-conscious business cultures may be used to. The meeting itself is not always limited to the agenda. Building rapport, discussing context and allowing the conversation to develop are often considered part of the process.
Start With the Relationship
A meeting will often begin with introductions and some informal conversation before moving into the main business topics. This is not simply a way to fill time. It gives people an opportunity to establish a personal connection and understand who they are dealing with.
Trying to move immediately into a presentation or negotiation can therefore feel unnecessarily transactional.
The Agenda Is a Guide
Meetings can follow a less rigid structure than some international professionals expect. A carefully prepared agenda is still useful, but the conversation may move between topics, develop in an unexpected direction or take longer than planned.
This flexibility can be an advantage. Some of the most useful information can emerge from a conversation that was not on the original agenda.
The practical approach is to prepare thoroughly while leaving room for the conversation to develop.
Be Punctual — and Leave Room for Flexibility
Attitudes towards time can be more flexible in Brazil, particularly when compared with cultures where schedules and meeting times are followed very strictly. Meetings can start later than planned or run beyond their scheduled end.
This does not mean that international professionals should adopt the same approach. Be punctual yourself. Arrive prepared, respect the agreed meeting time and communicate clearly if you are delayed.
When planning several meetings in one day, avoid scheduling them back-to-back. Leaving some room between appointments makes it much easier to accommodate a meeting that starts late or simply develops into a longer conversation.
Don’t Rush the Conversation
A meeting that takes longer than expected is not necessarily inefficient. If the conversation is building trust, uncovering new information or strengthening the relationship, the additional time can be valuable.
Rather than focusing solely on getting through every agenda item, pay attention to the quality of the conversation and the relationship you are building.
The key takeaway: be punctual and well prepared, but don’t expect every meeting to run like a tightly scheduled conference call. In Brazil, allowing time for people and relationships is often part of getting business done.
At the negotiating table
Negotiation is an important part of doing business in Brazil. Price, payment terms, scope and contractual conditions are often discussed in detail, and reaching an agreement can take several rounds of conversation.
The negotiation itself is also closely connected to the relationship between the parties. Trust, credibility and the quality of the relationship can influence how openly people negotiate and how willing they are to make concessions.
Negotiation Is Often a Process
International companies sometimes expect a proposal to lead directly to a decision: the offer is presented, the terms are agreed and the contract is signed.
In Brazil, negotiations often develop over several conversations. Initial proposals are discussed, adjusted and revisited before both sides reach an agreement.
This is particularly common when negotiating price and commercial conditions. The first offer is not always the final position, and there is often room to discuss the details.
Do not mistake negotiation for disagreement. Questions, counteroffers and requests for better terms are often simply part of the process.
Don’t Rush to Close
Pushing too hard for an immediate decision can be counterproductive, particularly when the relationship is still being established.
Give the other side time to consider the proposal and discuss it internally. At the same time, keep the process moving by agreeing on clear next steps and following up consistently.
Patience does not mean being passive. A good negotiation combines flexibility with structure.
Build on Trust
The relationship established before the negotiation continues to matter once commercial terms are on the table. A trusted business partner has a different starting point from an unfamiliar supplier or potential customer.
This is one reason why investing in relationships before entering a negotiation pays off. When both sides understand each other and have confidence in the relationship, difficult commercial discussions become easier to navigate.
Be Clear About the Details
While flexibility is important, international companies should remain precise about what has been agreed.
Clearly document:
- Pricing and payment terms
- Scope of work and responsibilities
- Delivery dates and milestones
- Contractual conditions
- Next steps and decision deadlines
After a meeting, summarise the agreed points in writing and confirm who is responsible for each next step. This keeps a flexible negotiation process from becoming an ambiguous one.
Follow Up Consistently
Negotiations can lose momentum when there is no clear follow-up. Regular contact demonstrates that you remain committed to the opportunity and gives both sides an opportunity to resolve outstanding points.
A short message or call after a meeting can be more effective than simply waiting for a response to an email.
The key takeaway: approach negotiations in Brazil as a process rather than a single event. Build on the relationship, allow room for discussion, negotiate patiently and keep the commercial details clear. The goal is not simply to close the deal quickly, but to reach an agreement that provides a solid foundation for the business relationship that follows.
Feedback and Conflict
Feedback and disagreement are often handled more indirectly in Brazilian business culture than in cultures where direct confrontation is more common. Maintaining a positive relationship and avoiding unnecessary embarrassment are important considerations in professional interactions.
For international companies, this means that the absence of an explicit objection does not always mean that everyone agrees.
Criticism Can Be Indirect
Negative feedback is often communicated in a softer or more indirect way. Instead of openly rejecting an idea, someone may express reservations, suggest changes or leave a decision open for further discussion.
Pay attention to tone, context and what happens afterwards. If a proposal repeatedly receives a positive but vague response without a clear next step, there may be concerns that have not been expressed directly.
Avoid Public Confrontation
Publicly challenging or correcting someone can damage the relationship and make it harder to resolve the underlying issue. When sensitive feedback or disagreement is necessary, discussing it privately is usually the better approach.
This is particularly important when dealing with senior colleagues, clients or business partners. A direct and respectful private conversation creates much more room for an honest response.
Give People Room to Respond
If you need clarification or disagree with a proposal, ask open and practical questions rather than immediately pushing for a yes or no.
Instead of:
“Why hasn’t this been approved?”
try:
“Is there anything we should adjust before moving forward?”
This gives the other person an opportunity to raise concerns without turning the conversation into a confrontation.
Enthusiasm Is Not the Same as Commitment
Brazilian communication can be warm and enthusiastic. A positive reaction, friendly conversation or expressions such as “great idea” should therefore not automatically be interpreted as a firm commitment.
Look for concrete actions. Has a next meeting been scheduled? Was someone assigned responsibility? Has a proposal been formally approved?
The combination of what people say and what they do afterwards gives a much clearer picture of where a business relationship actually stands.
Address Problems Without Damaging the Relationship
Avoiding confrontation does not mean avoiding difficult conversations. Problems still need to be addressed. The key is to approach them in a way that protects the relationship while keeping the issue clear.
Be direct about the problem, but respectful in how you raise it. Focus on finding a solution rather than assigning blame.
The key takeaway: listen carefully, look beyond the literal words and give people space to express concerns. In Brazil, effective feedback is often less about being the most direct person in the room and more about creating the conditions for an honest conversation.
All About WhatsApp
If you are doing business in Brazil, WhatsApp will quickly become part of your professional life. It is not just a personal messaging app; it is one of the main channels through which people communicate, maintain relationships and get things done.
For many Brazilian professionals, exchanging WhatsApp numbers is a natural part of a business introduction. A conversation that starts with a formal meeting or email can quickly continue on WhatsApp, often in a much more informal and conversational way.
WhatsApp Is a Business Tool
WhatsApp is used for much more than quick messages. Business contacts use it to share documents, confirm appointments, ask questions, send updates and follow up on ongoing discussions.
A client may send a question in the evening. A partner may share a document directly through the app. A quick voice message can replace a long email. None of this is unusual in Brazil.
For international companies, being comfortable with WhatsApp therefore makes day-to-day communication considerably easier.
It Keeps Relationships Moving
WhatsApp also fits naturally with the relationship-driven nature of Brazilian business culture.
A short message after a meeting, a quick check-in or a simple “How are things going?” helps maintain contact between formal meetings. These small interactions can be important for keeping a business relationship active.
This is particularly useful when working with local partners, suppliers, clients or representatives. Regular communication helps demonstrate that the relationship matters beyond the immediate transaction.
Voice Messages Are Common
Don’t be surprised by a WhatsApp voice message. Voice notes are widely used in Brazil and can be particularly convenient when someone wants to explain something that would take several written messages.
If you receive one, there is no need to reply with an equally elaborate message. A short voice response or text is perfectly normal.
Don’t Expect Everything to Happen by Email
Email remains important for formal communication and documentation, but relying exclusively on email can make a business relationship unnecessarily slow.
If a conversation has already moved to WhatsApp, continuing to send formal emails for every small question can create unnecessary distance. Use the channel that fits the situation.
A simple question might take two minutes on WhatsApp and two days over email.
But Keep Important Things Formal
The convenience of WhatsApp has its limits. Important commercial decisions should still be documented properly.
If you agree on a price, scope, deadline, responsibility or contractual condition through WhatsApp, confirm the agreement in writing afterwards. This creates a clear record and avoids misunderstandings later.
A useful rule is:
WhatsApp for the conversation. Formal documentation for the agreement.
WhatsApp Does Not Replace Face-to-Face Contact
WhatsApp makes it much easier to stay connected, but it does not replace personal interaction.
For important business relationships, negotiations and partnerships, meeting in person remains valuable. WhatsApp keeps the relationship warm between meetings; the relationship itself is built through regular and meaningful interaction.
A Few Practical Tips
If you are starting to work with Brazilian clients or partners:
- Save WhatsApp as a standard business communication channel.
- Exchange numbers early when appropriate.
- Don’t hesitate to send a short follow-up message after a meeting.
- Be comfortable with voice messages.
- Use WhatsApp for quick questions and updates.
- Switch to a call when a conversation becomes complicated.
- Confirm important agreements through email or formal documentation.
- Don’t confuse frequent WhatsApp communication with a lack of professionalism.
The key takeaway: WhatsApp is not simply an alternative to email in Brazil. It is part of the way professional relationships are maintained and business gets done. Being comfortable with it will make communication more natural — and often much faster.
Building Long-Term Business Relationships
Brazilian business culture places strong value on relationships that develop over time. A successful business relationship is rarely built around a single meeting or transaction. It develops through repeated interactions, mutual trust and a growing understanding of each other.
This is particularly important for international companies entering the Brazilian market. Finding a potential customer or partner is only the beginning. The real work is building a relationship that can support business over the long term.
From Introduction to Business Relationship
A first meeting is the starting point, not the finish line. The initial introduction creates an opportunity to get to know each other. Further conversations build familiarity and trust. Over time, both sides develop a better understanding of each other’s business, expectations and way of working.
Only then does the commercial relationship really begin to take shape.
This is different from a purely transactional approach where the process starts with a pitch, moves to a quotation and ends with a contract. In Brazil, the conversations and interactions in between are an important part of doing business.
Invest Beyond the First Deal
A strong relationship should not end once a contract has been signed. Staying in contact, meeting regularly and understanding what is happening within your partner’s business all contribute to a stronger relationship.
This also creates opportunities that were not part of the original agreement. A client may introduce you to another company. A local partner may identify a new opportunity. A conversation over lunch may lead to a completely different project.
These opportunities are difficult to create through a purely transactional relationship.
Build More Than a Contact List
Successful business development in Brazil is not simply about collecting contacts. It is about developing relationships with people who know your company, understand what you do and are comfortable recommending you to others.
That takes time. It also means staying in touch when there is no immediate commercial opportunity.
A message, a coffee, a lunch or a visit to Brazil can keep a relationship active long after the original project has ended.
Think Long Term
A long-term approach is particularly valuable in Brazil, where business relationships often develop over time.
That does not mean every relationship will lead to business. It means recognising that trust is an asset that takes time to build and can create value well beyond a single transaction.
The key takeaway: don’t measure every interaction by whether it produces an immediate commercial result. In Brazil, a conversation can be the start of a relationship, and a strong relationship can eventually become a valuable business partnership.
Practical Do’s and Don’ts
Understanding Brazilian work culture is useful, but knowing how to apply it in everyday business interactions is what really matters. The following do’s and don’ts provide a practical reference for international companies working with Brazilian clients, partners and colleagues.
Do
Invest time in relationships
Get to know the people you work with. Building trust is an important part of developing business in Brazil.
Learn some Portuguese
Even basic Portuguese shows effort and makes everyday interactions more natural. It can also help you pick up nuances that are easily missed in translation.
Meet people in person
Whenever possible, make time for face-to-face meetings. Personal contact remains an important part of building strong business relationships.
Follow up consistently
Keep conversations moving after meetings and discussions. A short message or call can go a long way.
Identify the real decision-maker
Understand who is involved in the process, who has influence and who ultimately has the authority to approve a deal.
Be patient and flexible
Allow negotiations and decision-making to develop over time. Stay structured, but leave room for flexibility.
Maintain contact between projects
Don’t disappear once a contract has been signed. Regular contact helps maintain the relationship and creates opportunities for future business.
Don’t
Push immediately for a deal
Give the relationship time to develop before expecting a commercial commitment.
Assume “yes” means a final commitment
Look for concrete next steps and confirmation before treating a positive response as a firm agreement.
Rely exclusively on email
Use WhatsApp, phone calls, video calls and face-to-face meetings where appropriate. Different channels serve different purposes.
Treat small talk as wasted time
Personal conversation is often part of building the relationship. It is not necessarily a detour from the business discussion.
Publicly challenge or embarrass someone
Raise sensitive issues privately and give the other person space to respond.
Assume the organisational chart tells the whole story
Formal hierarchy matters, but influence and relationships within an organisation matter too. Understand how decisions are actually made.
The key takeaway: successful business relationships in Brazil require a combination of professionalism, patience and genuine personal engagement. Understand the local way of working without losing sight of your own business objectives.
And finally, not all regions and industries are the same
Brazil is a country of continental scale, with significant differences between regions, industries and individual companies. Brazilian business culture therefore cannot be reduced to a single set of rules that applies everywhere.
The general principles in this guide provide a useful starting point, but the local context matters.
Regional Differences
Business culture in São Paulo, for example, can feel more formal, fast-paced and corporate, particularly in large companies and financial or professional services. In other parts of the country, business interactions can have a more personal and informal character.
The Northeast has its own cultural and business characteristics, while cities such as Rio de Janeiro can have a different atmosphere again. These differences do not mean that the fundamental principles discussed in this guide disappear. Relationships, trust and personal contact remain important, but the way they are expressed can vary considerably.
Industry and Company Culture Matter Too
The same applies to different industries. A multinational corporation, a family-owned manufacturing company, a technology startup and a government organisation can have very different ways of working.
Company size, ownership structure, international exposure and the personalities involved all influence how business is conducted.
An international company should therefore avoid approaching Brazil with a fixed idea of what a Brazilian business relationship is supposed to look like. Observe the people you are dealing with and adapt to the environment around you.
Understanding the Culture, Without Stereotyping
Cultural awareness is not about assuming that every Brazilian behaves in the same way. It is about recognising patterns that help you understand the business environment and knowing when those patterns are relevant.
The most successful international professionals combine cultural awareness with common sense. They come prepared, remain professional and clear about their objectives, while giving relationships, communication and local context the attention they deserve.
Understanding the Culture, Without Stereotyping
Doing business in Brazil does not require international companies to abandon the way they normally work. It requires an understanding of where the Brazilian context is different and where adaptation matters.
Take the time to build relationships. Communicate in a way that works for both sides. Understand who makes decisions. Be patient during negotiations and stay connected after the deal is done.
The commercial fundamentals still matter: a good product, a strong proposition and a sound business case remain essential. But in Brazil, the relationship around the business often matters just as much.
Understanding that difference is an important step towards building successful and lasting business relationships in Brazil.
