U.S. Disco Diva Gloria Gaynor will perform a one off show in São Paulo at the end of this month. Best known for her Grammy Award winning signature song `I Will Survive`, Gaynor has a career which spans over 30 years.
Gaynor is currently promoting here latest album `I Wish You Love`, released in 2002, her first worldwide release in 15 years.
Live concerts are an integral part of Gloria Gaynor. She has touched audiences in more than 80 countries with her electrifying performances. Numerous dignitaries and ambassadors from the likes of President Clinton, Princess Grace, Prince Rainer and Pope John Paul II have had the pleasure of watching her perform.
Gloria Gaynor’s popularity has continuously flourished into the new millennium. In March, she was honored at the World Music Awards in Monte Carlo with the coveted LEGEND award presented by long time fan Prince Albert.

When: Apr. 29 from 21h30
Where: Via Funchal, Rua Funchal, 65 – Vila Olimpia
Price: R$60 to R$140. Tel.: 3038 6698 or 2163 2000

The Grand Hyatt São Paulo will launch its Upstairs Sounds” music program on April 24 with a selection of shows by some of Brazil’s top musicians such as Hermeto Pascoal, Paula Lima and Yamand Costa.

Six shows have already been programmed over the next two months and will be held every second Saturday from 9pm.

Apr. 24 – Hermeto Pascoal
May 8 – Leny Andrade
May 22 – Mnica Salmaso
June 5 – Paula Lima
June 19 – Yamand Costa
July 3 – Paulo Moura

The Upstairs Lounge has installed a new stage, big screen and lighting especially for the shows, with space for up to 120 people. Shows will include MPB, contempory Jazz, Bossa Nova and international pop on Tuesdays and Saturday.

Where: Upstairs Lounge, Av. das Naes Unidas, 13301
When: Mon – Thur 9pm to 00h15. Fri and Sat from 9pm to 00h45
Price: Cover charge R$30. Minimum consumption R$40
Reservations: Tel. (11) 3862-3205, 6838-3207 or 6838-3208.

By Bernard C. Rangel
São Paulo can easily be labeled the trade fair capital of Latin America. Any company hoping to participate in this huge market will most likely exhibit their wares in São Paulo at some stage. The trade fair season runs from January through November, attracting millions of businessmen to the city every year.
In January it’s the rag trade that gets the ball rolling for the coming season. And each year that passes, this business gets more and more commercial, more sophisticated, and earns increasingly more revenue for the country. Though the eyes of those involved are focused on Brazil, funnily enough it is not just for the innovative fashion trends, the well proportioned models also get their fair share of attention. World fashion is still set in Europe, but the eye catchers are from Brazil.
The best thing about the trade fair business is the revenue earned by the nation. The list is long: revenues from transport, hotels, tourists, visitors, participants, taxes, sales, exportation, importation, language services, entertainment, restaurants, and stand erection. And more impressive still, are the sizes of the events and the large number of participants involved.
It’s as if the people involved all live in one town. Incomes are generated for models, fair operators, fair personnel, food services, printers, designers and so on. The amazing thing is that it is all so constant, as one fair ends another starts.
The IT fair follows the rag trade which in turn are followed by Design, Publicity, Advertising, Arts & Crafts, Medical, Dentistry, Plastics, Hospitality, Food, Steel, Architecture, Minerals, Books, Music, Cars, Boats, Footwear, Office Supplies, Dcor, Household Utensils, Haberdashery, Language, Beverages both hard and soft, Tourism, and Sports. Now that is really quite a long list, yes, there are more.
What’s comforting is that São Paulo can cater very well for both those exhibiting and visiting. The number of domestic and international visitors from other Brazilian states and other countries are responsible for generating 20% of the state’s GDP, just through the hospitality trade alone. The peripheral activities of the trade fairs economically survive very well in the trading months. Public and private transport is constantly in use by all those involved. This indirectly helps restaurants, nightclubs, discos, musicians and the logistics industry. The list goes on and on, but the ones mentioned are just to give you an idea of just how much money is earned, and how many taxes the state and federal governments get, yet still don’t know how to manage them. Makes you wonder about their capacity as money managers.
It is fair to say the trade fair business earns a huge amount of money. How do you get a piece of the action? Well that really depends on how hungry you are. As I always say São Paulo is a gold mine, you just have to wheel your wheelbarrow out everyday and find the right place to shovel in the gold. Yes, it’s as simple as that.
What I really find funny is how the EU has been unable to cash in on this money market. Are Europeans really that clever, or are they just hard workers? I personally think they like to push the bolder from the top. They want to join forces to become one market but at the same time they all want to go in different directions. Sounds a bit Polish to me.
The interesting part of the trade show is the expectation and anticipation of the unknown. You know where and why you’re going there, but you don’t know what’s about to happen. The variables are limitless.
So as you enter the grounds for the event, you wind your way around looking for a parking space in the endless row of parked cars. Parking your car already freed your wallet of a sum more than you were willing to let go of. As you walk towards the exhibition hall, your attention is drawn to the giant signs and banners of the biggest investors and sponsors. Each one trying to outdo the other competitor in size and new eye catchers. Brightly uniformed, shapely models mill around the crowds approaching and withdrawing with flyers provoking interest in the onlookers. The queue condenses and winds around the barricades set in snakelike formation. Last minute filling in of invitation forms changes the noise level of merry laughter and distracts even more the mood of the other fair goers in line. Then you dart from box to box, as directed by the admissions staff, finally receiving your fair-badge and neck strap and enter. Free, the condensed tube of people spreads out into the fair ground. Yes, the fun is about to begin.
You’re tagged and ready to be barcode-read at every exhibitors stand. All your data is there, name, company, position, the amount of times you missed work to go to a fair, and the persons that accompanied you. This IT age is fantastic. There are just so many useful applications for this data-boarded, boxed noisemaker it’s amazing. What’ll they think of next, on-line fairs! I think not, it’ll take away from the excitement of going to the fair.
As you walk by the endless row of boxes and stands you are hustled for your badge and handed colored folders, handouts, and giveaways with the hope of making you a future customer. The insistence and persistence of both attracting and avoiding participants and exhibitors, is like magnetic pulling and pushing. Maybe one of the reasons why this encounter is prolonged could be due to the empathy between those involved and smiles exchanged with instantaneous fantasy marriages and separations imagined. This all happens so quickly that it gets your adrenaline rushing through your veins and your excitement is heightened even further.
The exhibitors that provide cold cuts and drinks for the chosen visitors, is one efficient way of dealing with how to come down from this rush. Others crowd around the food services and dart about with full trays of food and drink, some spilling and others being knocked over. In short, here more money exchanges hands and company expenses are increased.
The complexity of the stands, of the more important companies is really remarkable. Enough money is spent on the creation, and the erection and maintenance of these truly wonderful eye absorbers makes you wonder what is really happening here. The company wants to sell you a great product, or are they warning you how much of the money you pay for their product is unreal to the cost value of the good. All kinds of tricks are used to include you in the dream and fantasy of associating yourself with their company. Egos are stimulated and the importance of being noticed and seen there are satisfying elements that fulfill some peoples dreams for a lifetime.
Then there are those exhibitors that just ignore and shun you away making you wonder if you smell or you’ve got bad breath. Even the models that have nothing to do with the product being exhibited have an effect on you, depending on how they look at you. Independent if you’re genuinely interested in the product or not. The emotions exchanged visually at fairs are truly amazing, as you have never even seen the person in your life before, but your whole future can depend on how that look stimulated or frightened you away from that stand. I’ve generally found that the models, both men and women, at the more expensive stands are really uptight and down right unfriendly. They seem to have personality complexes. They feel rich because of their surroundings, but they know they are poor as hell because they are there punting for a better place in life. Ah, life, what interesting things unfold as each day goes by.
You realize it’s time to leave as your task is done. Tired and worn out from walking round and round you head home, and your interaction during your visit sparks thoughts of hope and a brighter future. It may never happen, but there and then your most immediate task of returning home is so consuming that the comedown is almost immediate and reality sets in.
The best thing about fairs is that they are exactly the same all over the world. With exactly the same emotions and happenings exchanged and carried out, independent of country, or fair. Carbon copies of the same emotions and fantasies are repeated continually. It’s as if life has been scanned and we are just going through the motions of physically carrying out the set scenarios.

By Tom Gunner
Any analysis of Brazil’s business environment requires a high degree of lateral thinking, something which one feels instinctively upon entering the country. A number of authorities have attempted to articulate this more usefully, perhaps most aptly in the book Doing Business in Brazil” by the Brazilian-British Chamber of Commerce. Brazilians do business very differently and this takes some getting used to. For a start, the quality of spoken English is variable, and interpreters are often necessary. Working hours can also appear out of kilter with UK norms and some have commented on the length of time it takes to do anything, especially outside São Paulo. Meetings in Brazil are frequently different in character to those to be found in the UK or the US. They can be very relaxed and are often accompanied by lengthy asides and anecdotes and much laughter and personal exchanges. Many attendees also seem to be on more intimate terms than their anglo-saxon business counterparts.
Other more frustrating examples include frequently bureaucratic customs officials, prone to strikes and allegations of petty corruption, which can cause long delays in the imports of vital parts. This may seem a trivial point, but it dramatically affects the competitiveness of export-dependent industries, where just-in-time deliveries are the global standard. Nokia is said to have experienced costly delays in exporting their mobiles from its state-of-the-art facility. This may help explain why Brazil is awash with massive, gleaming new facilities erected by multinationals, but most of these are operating well below capacity.
Red tape is a big issue for businesses in Brazil. The World Bank estimates that wading through the red tape necessary to set up a business takes 82 days, well above the average even in the developing world, and three times as long as in Chile. The patent system is notoriously inefficient, and even fast-tracked applications with international patents already in place take at least six months.
There are over 40 taxes in Brazil, a state of affairs which can tie up small businesses in red tape and make the Brazilian marketplace a confusing and impenetrable place for foreign investors. In reality the confusion this disproportionately hurts small businesses, while multinationals have in many cases managed to exploit the many tax loopholes. The absence of a simple, transparent tax regime has contributed to a perceived absence of an entrepreneurial culture in a country dominated by very large companies and very small family businesses, with not much in between. This also contributes to Brazil’s tendency for high interest rates and thereby mitigates against foreign investment, contributing to the overall high level of risk associated with investing in Brazil. Current attempts to address this state of affairs are not expected by observers to result in dramatic changes.
Many business terms that the British take for granted are simply not known in Brazil. Occasionally, even the ideas that underpin them are met with blank faces as well. Lean Manufacturing and best practice were the most relevant examples. Best practice as a business term seems to be little known in many parts of the private and public sectors of Brazil. This compares markedly with the British business scene, where trade associations are constantly racking their brains to come up with ever more ingenious ways of improving all business processes within their industries. However, it is clear that best practice as a business concept, rather than a term, does exist in Brazil, and is acknowledged implicitly, even instinctively, by many institutions.
That said, the spirit of working together seems to be relatively undeveloped in many companies, which appear to be content to muddle along in splendid isolation. This communication disconnect is especially evident in public institutions where dialogue with other stakeholders is often undeveloped or unstructured, for example in the field of technology transfer. The country’s national aerospace research agency, CTA, appears to have no formal industrial representation through which it can manage technology transfer, although its partnerships in the field of training appear well structured and international in scope. In speaking with several companies, when asked what organizations they speak to to help them improve what they are doing, this project was frequently told – “none”.
Embraer’s relations with its main research institutions have been described as “informal” and lacking in structure. The Chamber of Commerce for the city of Campinas acknowledged that Brazil lacked a culture of sharing in business, and that this mitigated against its own attempts to modernize its services to the city’s business community – it had no partnerships to allow benchmarking or the sharing of best practice. The British Council also observed a general lack of joined-upness in Brazilian business, and several observers commented on a degree of competition between Government institutions. Although the World Bank praises Brazil’s many institutes aimed at spreading best practice, in reality many of these do not seem to be getting their message across. The Lean Institute Brasil, for example, was not known to many individuals met within this Project. Other observers point out that often the sharing of best practice is complicated by red tape, especially within the public sector and universities. The management institute FGV, for instance, claimed much of its success was due to its private status, allowing it much greater freedom.
In general terms, either as a consequence or as a cause, there appears to be a strong reliance on individuals rather than institutions or business processes as the primary disseminators of best practice. There are countless examples in the aerospace sector where the individual towers above the institution. Brazil’s aerospace trade association, AIAB, is personified by its charismatic and well-known head, Walter Bartels. Brazil’s emphasis on the individual is in part an example of just one of the many short-cuts to industrial development rampant in the country, in this instance a short-cut to spreading best practice. Short cuts are not in themselves a bad thing, especially for developing economies with limited resources to do things by the book. Embraer’s ability to get its hands on high-skilled foreign engineers played a vital role in its ‘learning strategy’ (half of the 600-man team working on the ERJ 170 are from mostly foreign suppliers and partners).
However, this people migration is most effective when it is accompanied by business processes which extract and embed the best practice they carry about in their heads. A strategic relationship with an expert can offset the need to hire them, and can therefore ensure the benefits are spread throughout a wider stakeholder base than the building they happen to be in at the time. Dependence on personalities in partnerships has been identified by the (UK) Department of Trade and Industry as something it wishes to see industry get away from in its efforts to promote enduring partnerships.
However, it is worth remembering that there is no one-size-fits-all formula, and one should remember that froideur is not a business imperative and does not by itself lead to greater transparency or effectiveness in decision-making and partnership management. Indeed aloofness can generate a bureaucracy all of its own – the ability to ‘just pick up the phone’ is well known to anyone who has tried to do anything in business or anywhere else for that matter.
In addition, the relative compactness of Brazil’s aerospace industry makes personal relations an inevitability, and therefore to an extent mitigates against attempts at institutionalizing these relationships.
Institutions can appear therefore more effective and relevant to more dispersed aerospace industries such as the UK’s. The geographic clustering evident in Brazilian aerospace is also true of Quebec, where it is frequently said that “everyone knows everyone else”. Like Quebec, most aerospace executives in Brazil went to the same engineering schools and universities – the ITA and CTA. And their executives are now mostly taking the same MBA from the same college, FGV. Indeed, the private company Avibras observed that its entire board of directors were ITA educated, and that the case was similar for Embraer.
One should also remember that one of the vital ingredients of any partnership is trust. In the experience of this project, trust is far and away the most frequently cited of all factors in the success of a partnership. Notable examples of the importance of trust are the marketing partnership amongst aerospace SMEs in the Netherlands and the human resources committee in Quebec, which latterly exchanges very sensitive information between competitors about future changes in manpower which would be impossible if the individuals did not have absolute trust in each other. And trust is by and large a personal commodity. It is very hard to institutionalize trust. It relies ultimately on the characters and indeed the professional integrity of the individuals concerned.
However, most other aerospace nations accompany a degree of personal networking with a strong systematic partnership structure. Quebec is a good example, where a strong camaraderie sits alongside an organized interlocking matrix of institutions. It is this culture of teamwork and working together which is most desperately needed in Brazil, and which would help to prize the lid off the technologies contained within its universities and its research institutes.
However it is important to add that such differences in business practice do not amount to a lack of professionalism in management.
There is a strong focus on management skills in Brazilian business and most companies have business management training strategies in place. Many foreign businessmen are impressed with the high quality of the management of the sector’s main companies. Embraer’s senior management team for example has been the subject of much praise by foreign observers.
The defense company Avibras last year trained 30 executives in management skills through the local subsidiary of the US Project Management Institute. MBAs are widely undertaken in Brazil, and Embraer conducts most of its MBAs with the management school FGV. Embraer also promotes its own ‘management by objectives’ technique to the wider business community.
Notwithstanding some cultural adjustments, doing business with Brazilians can be a richly rewarding experience and the potential of the country and its people is evident. However, the culture of best practice is not as developed as in the UK and the US and there are fewer structured partnerships between the key stakeholders. A more structured, process driven approach to partnership and best practice could undoubtedly play a key role in the sector’s overall development.
This process should at least involve the sector’s trade association. However, the AIAB is not currently well resourced or structured. Nonetheless, one single institution should ideally be driving the promotion of best practice in aerospace, possibly in conjunction with others specializing in specific areas such as lean manufacturing or skills.

For more information on the Partnership Project contact Tom Gunner at +44 20 7227 1071, or tom.gunner@sbac.co.uk or visit www.sbac.co.uk/PartnershipProject.htm

In August 2003, Tom Gunner, Government Relations Manager of the Society of British Aerospace Companies in the UK, undertook a two week study trip to Brazil as part of an international project looking at some of the world’s major aerospace communities. The project was supported by the Department of Trade and Industry and the UK trade union Amicus. The above article on the general business environment in Brazil is an edited extract from Tom’s final report on the country’s aerospace industry, Strategic Partnership in Brazil’s Aerospace Community.

By Ashley Riley Lopes
It is here in Mato Grosso, Brazil, nestled in the heart of agri-business country, surrounded by deafening waterfalls, clear-water rivers, fields of soy as long as the eye can see, we live. Though we choose to live in a modest house, surrounded by a pleasant garden and small businesses, not all of our neighbors are what one would call middle-class.” Nor are they modern-they are Indians, descendents of the original peoples who populated vast Brazil. Not far from our home live tribes like the Paresi, the Bororo, and the Umutina.

Not all Brazilians are pleased by their presence, viewing them as uneducated, impoverished and backward. Many believe their adherence to the past is inhibiting Brazil from moving forward economically and globally. They have become unable to see any similarities between themselves and the Indians.

The more open-minded look on interestedly at their way of life, their thatched-roof houses and colorful intricate jewelry. Some incorporate Indian art and jewelry into their modern lives, using their headdresses and fans as wall hangings, matching a hand-carved coconut necklace with their summer dress.

It was our difference from and interest in our unique neighbors that brought about the creation of Pau Brasil Exports (www.paubrasilexports.com), a small business designed to share the amazing art and jewelry that these peoples create. We call these creations artifacts, because we believe that they are a modern reminder of ways of life, lost and unknown to much of the world today.

While the presence of Indians in modern Brazilian society is controversial, Pau Brasil Exports acts to preserve this culture by dispensing its artifacts all over the world. Our web site serves to not only educate users about Brazilian Indian cultures, but allows users to purchase artifacts directly made by the Indians themselves.

Whether merely old-fashioned or a hindrance, Brazilian Indian tribes play a large part in the country’s culture as a whole. To find out more about Brazilian Indians and their artifacts, especially those in the Mato Grosso area, go to www.paubrasilexports.com. Help us integrate the past and the future.

Holland’s Frank de Meijer arrived in Brazil six years ago on a two-year exchange program with his company. He has since settled in Sao Paulo where he loves the challenging work environment, but is still coming to grips with Brazilians inability to say ‘no’. He misses the flower shows in Holland along with the clogs, but enjoys playing a game of soccer with his mates.

Where are you from?
I was born in Zundert in the Netherlands and lived in Gorinchem before moving to Brazil 6 years ago.

What brought you to Brazil?
I was originally sent for a period of 2 years, as part of an exchange program, within my company Ernst & Young.

What do you do here?
I am a tax partner at Ernst & Young Brazil with specialty in Customs & International Trade. I lead a team of 10 Brazilian tax specialists.

What do you miss about Holland?
Cheese, drop (candy), peanuts butter and ice skating in the winter. And off course the tradition Dutch things, like the windmills and clumps (not really). Also missing my family, friends and the flower parade in my home town Zundert on the first Sunday of September.

What has been your most frustrating experience in Brazil?
Things can take a long time to get started in Brazil and that Brazilians never say “no”, although they do mean it sometimes.

What do you most like about Brazil?
The weather, the beaches, the nature and of course the people. Besides this, the food and the challenging environment for doing business.

What is your favorite restaurant in Brazil?
Bar de Arts which is close to our office in Itiam.

Have you tried Brazilian food such as feijoada, churrasco and caiparhina? Did you like them?
Yes, already too much.

What difference between Holland and Brazil do you find most striking?
Arriving on time and not respecting a deadline or an appointment

What are some things that you would recommend for a visitor to do in Sao Paulo?
Running in Park Ibirapueara, cycling at UPS, walking through the old town (not taking too much money with you), visiting Aryton Senna’s cemetery and the market in Embu and last but not least, play soccer against the Dutchies as we always do on Sunday mornings.