CHAPTER 2

Cultures in Play

• “Spargelzeit”

In Germany, there is now an important season highlighting the special value of white asparagus. Anyone who visits Germany between April and June will certainly remember a truly national food specialty: white asparagus together with melted butter and ham.

German food culture is quite precise when it comes to timing. The Spargel season has been long established as a seasonal spring product from April to June. This is the framework outside of which it is considered inappropriate to consume white asparagus. One famous example is the consumption of white sausage (Weißwurst) in Bavaria. Whether eaten at home or in a restaurant, a consumer of this sausage will be looked down upon for eating it once the noon Church bell has rung.

One important deadline issue often surrounds the harvesting of asparagus. In the 2020 asparagus season, the white gold must be harvested, distributed, and consumed. All prepare for the season, but circumstances like health care problems can severely disrupt the harvest. The product was there, but the harvesters were not. To outrace the time of product availability, many efforts were undertaken. Since the season ends on June 24, and all consumers and producers say goodbye to their favorite stalks, it is crucial to do the digging when the timing is good. This time around, the federal government was implored by asparagus farmers to help with the harvest. A major effort was made to attract volunteers among students and teachers to dig up the asparagus (which is why the vegetable is white rather than green). Alas, no success. In spite of good pay and substantial enthusiasm for agricultural processes, many of the “volunteers” did not return on day two of the exercise. The strain on the lower back was just too great. I sensed a major culinary conflict coming about: would good Germans miss out on one of their favorite foods just because academics were incapable servants of agriculture? What would come next in the cultural loss—perhaps the abandonment of the Leberknödelsuppe (liver dumpling soup)? Or might it even be the sacrosanct Schweinshaxe (pork shank with Kraut)? For a time, German (particularly Bavarian) culinary choice was downtrodden. But the cuisine of asparagi was saved by the bell.

In spite of overarching migration, of which one might have expected limits to the inflow of agricultural workers, a solution was found; 40,000 special work visas were issued for Polish workers. It is simply too risky to leave asparagus harvesting to the asparagus growers. We know the task must be completed. Politically, the issue is a crucial one because asparagus appears to contribute remarkably to German contentment. Let us not run afoul of national expectations, particularly since in Poland itself, domestic harvesters were standing ready and able to distribute the goods. Bureaucratic flexibility brought on the visitor visas. This year’s harvest of asparagus is again secure. If a country needs a helping hand, it can often be found outstretched in the international market.

Polish workers are encouraged to use their forte while critical for the agricultural impact. Already at this time, new technologies like those produced in California and Hungary may very well take over for harvesting by hand. But then, German asparagus may be too sacred to be conducted by machines. Time will tell.

• “Commonality Builds a Bridge”

International business complexity calls for commonality. The need for and acceptance of the soul builds up a common path and provides a joint perspective underpinned by a broadly supported objective.

Rising global communication and output from a global labor force have created a growing and diverse marketplace. Changes include the contrast and juncture of controversial debates over international trade, artificial intelligence, refugees, terrorism, and greatly intensify the complexity of international business.

Commonality is increasingly difficult, yet important to achieve for the sake of relationship and trust building in international business. The understanding of the soul and its accompanying emotional subcomponents provides individuals, companies, and countries with the opportunity to develop and align global values and bridges between them. If people act and argue focused on business principles alone, they may find themselves increasingly ignored.

New thinking and behavior regarding collaboration are needed to help employees work across cultures. According to the World Bank, the global labor force has reached almost 3.5 billion in 2018. A shortage of skilled workers may intensify competition for talent.

Owing to a lack of local knowledge, unfamiliarity with market conditions, insufficient insights into consumer behavior, and newness to political decision making, foreign firms typically face shortcomings and disadvantages when entering a new market. The overarching umbrella is provided by the soul, which affects judgment and offers simplicity. It allows the understanding of truth and enables good decision making in light of changing realities. For example, negotiators who lose tend to blame their loss on the corruption and nepotism of winners. Yet, culturally, the closeness to family and desire to help one’s own environment can be seen as a supportive obligation rather than a deviation. How good it is to lay off blame and recognize the conditionality of behavior and management.

The soul and its key pillars such as politics, security, and religion can teach new entrants more and prepare them better than mere principles of economics and business.

Some lessons can be taken from history, which permeates our lives but is usually forgotten. We bemoan the disruptions from terrorism but neglect that the Crusaders already wrote home about their fear of terror. We debate new approaches of artificial intelligence in teaching and communication, but don’t recall the effects that Gutenberg’s printing press of 1440, wireless telegraphy, or the introduction of radio had on business and society. We deplore the differentiation of groups based on religion but conveniently forget the impact of Torquemada, the Inquisition, or the reactions to Luther’s theses on the church doors of Wittenberg.

Retrospection of the far-reaching consequences of past international conflicts and reconciliations may bring some new insights to the solution of complexity. Not all measures are equal at all times. Tariffs, for example, can be a tool to deal with crises and promote trade.

International marketing offers a new linkage in cultures and values. New progress in thinking and behavior can and must shape a greater global commonality in values.

• “Fish and Chips, All the Time?”

Applicants for British citizenship face a rigorous test with some questions too obscure even for natives. According to a mock test for its British staff, the Wall Street Journal found that many couldn’t answer the questions correctly.

The compulsory citizenship test was first announced in 2002. Lord David Blunkett, home secretary at the time, initiated the test. Originally, it aimed to help people know things that make local life easy and safe. Tony Blair’s government also wanted to show encouragement and welcome immigrants via the test. Now, the test is up for review. What does it mean to be British? Here are some examples.

Where did the people of the Bronze Age bury their dead? Who first introduced “shampooing” to the United Kingdom? Does “having the ability to laugh at oneself” represent an important part of the British character? Do the British eat fish and chips for every lunch?

Immigrants must pass such mandatory questions in order to obtain British citizenship. The test has become harder in reaction to the surge of aspiring Britons from emerging nations. Given Brexit and Britain’s possible drop-out from the European Union, more Europeans are also taking the test to ensure their right to remain in the United Kingdom.

By comparison, Switzerland also has a naturalization test based on acculturation. The State Secretariat for Migration examines whether applicants are integrated in the Swiss way of life, familiar and accepting of Swiss customs and traditions, able to comply with the Swiss rule of law, and not threatening Switzerland’s internal or external security.

The Swiss government also makes its naturalization test harder as of 2018. Swiss migration regulations seem stricter than the United Kingdom’s. A non-EU citizen can apply for a Swiss permanent residence permit after living in Switzerland for 10 years. Naturalization as a Swiss citizen takes 12 years, while in the United Kingdom it takes only 5 years. Passing the test is only the start of a process rather than a guarantee of citizenship.

The oral test for language assessment seems to be a particular obstacle for many applicants. But yodeling is not required. “What would you say is typically Swiss?”is a question on the Swiss citizenship test. Swiss women with a gold lace cap preparing the Cheese Fondue for her family might be the first image to pop out your head. But is that always true?

It’s interesting that when you search the term “British citizenship test” or “Swiss citizenship test” on Google, the first page results will mainly offer test preparation services. The cottage industry coaching applicants for the citizenship test has become increasingly popular. Owing to harder tests and stricter application processes, this industry will likely expand substantially in the near future.

Is it time to rethink the concept of a citizenship test? Should there be only one version of a country’s culture? How can governments identify different characteristics of citizens and translate those into behavioral norms, especially in the diverse European environment? Diversity makes life not only more interesting but also more unexpected. There is much enjoyment nowadays with many different foods, fashions, and habits in the United Kingdom and Switzerland. What is the value and price of homogeneity?

There might well be a need to insist on a common spirituality supporting national underpinnings. Some criteria may need to be adjusted and individual support of them affirmed for citizenship to work! Otherwise people are visitors, a fine and useful role, but different from citizens. Not everyone needs fish and chips for lunch. How about dumplings? Or hot dry noodles?

• “In the Interest of Food”

While around the globe we all celebrate some form of Thanksgiving, the food consumed does vary. In the United States we consume turkey—usually store bought, not hunted. Bavaria sees such celebration with beer and bratwurst. In China, the celebratory meal consists of tea and hotpot.

“Everything can be solved by a hotpot. If not, it can be solved by two.” These words are popular in China. A staple comfort food, the hotpot is a symbol of Chinese leisure life and culture. Similar to the French cheese fondue, the traditional Chinese dish consists of a communal pot in which small ingredients are dipped. The ritual always involves gathering around the dining table, with a large hot pot of broth placed at the center. While simmering, the broth is then enriched by fresh and raw ingredients. These include finely cut meats, vegetables, tofu, and seafood that are cooked in the broth.

The dish can be found in homes and in restaurants across China and other parts of Asia. Recently, the hotpot found its way in other regions around the world as HaiDiLao International Holding Ltd.—China’s largest hotpot restaurant group in terms of sales—gained market shares abroad. Most hotpot restaurants will attempt to distinguish themselves with their unique flavors and taste, but nothing compares to HaiDiLao’s secret recipe.

Aside from the delicious hotpot, HaiDiLao’s success is due to its remarkable service strategy. HaiDiLao aspires to make every customer feel special. Outside the restaurants, customers line up at the door, waiting with great patience as they indulge in HaiDiLao’s complimentary services. Such services range from free snacks and beverages to free massages and manicures. Once customers enter the restaurant, waiters greet them, always with a smile, while subsequently taking their order with speed and accuracy. If dining alone, the restaurant provides its customers with a stuffed toy to be seated in front of them, in order to keep them company.

Although the hotpot restaurant business is extremely competitive, the chain succeeded in standing out from other hotpot restaurants by creating the ultimate dining experience. Branches are managed directly by a shared and central distribution network, ensuring the standardization of food quality across all its stores. By offering exceptional customer service, and adopting a supply chain management system, all HaiDiLao subsidiaries tend to fulfill, and at times exceed, customer expectations.

Gaining increasing popularity in China, plans call for the chain to enter overseas markets, including the United Kingdom and Canada. In late September, HaiDiLao presented an IPO to help fund and continue its expansion. Initially priced at $2.27 per share, the public offering gave the firm a valuation of about $12 billion. Some people may argue that HaiDiLao’s IPO value is a bit high, considering its lack of success in the United States.

Back in 2013, HaiDiLao opened its first U.S. restaurant in Arcadia, California. The restaurant received negative reviews on Yelp and less and less customer retention. Reviewers complained about HaiDiLao’s overpriced menu, and intrusive and incompetent staff service. Despite its roaring success in China, the company failed to stand out in the United States and was proven to be a big disappointment.

Fast forward to today—with an international expansion right around the corner, how can HaiDiLao succeed outside of China? HaiDiLao will have to face more than its competing hotpot counterparts and learn from its mistakes with the earlier U.S. expansion. Challenges will also come from the local food industry, including other comfort foods such as hamburgers and hot dogs.

In overseas markets, new conditions will apply. First, the chain needs to develop a differentiation strategy by offering complimentary services that are less intrusive and that adhere to U.S. standards. Since offering mani-pedis would be considered a health code violation and waiting to hand tissue paper to customers after washing their hands would seem strange, HaiDiLao needs to tailor its services to fit the American market’s wants and needs. Such services comprise complimentary hair ties, phone chargers, restroom grooming kits, and an iPad ordering system. They also provide video conferencing rooms, in which customers can enjoy their hotpot experience while video chatting.

Additionally, the firm needs to focus on the product and pricing strategy. Chinese food in the United States is still labeled as inexpensive, fast food. HaiDiLao prices its authentic dining experience between $30 and $50 per person, which may seem costly to American customers. In an attempt to retain more customers, the company can either expect to lower its prices to be more local-consumer friendly or to provide more value to its American patrons through its complimentary services.

To succeed in overseas markets, HaiDiLao needs to gain a comprehensive understanding of its target markets. HaiDiLao is strengthening its products by offering locally grown items. The flavors will reflect more local preferences and flavors. This strategy should attract the American consumer who is used to eating fast food and “bowling alone.” HaiDiLao will take their habit of eating alone into account by offering small one-person pots, perhaps at the expense of an authentic, communal Chinese hotpot experience. Some people may argue that HaiDiLao’s Initial Public Offering (IPO) value is a bit high. It took place on September 26, 2018 and initially got the price at $2.27 per share, giving it a valuation of about $12 billion. But if the demand is strong and the company is able to appeal to the American consumer, HaiDiLao will gain more deal size and American patrons willing to invest. As the Chinese proverb goes, “There are a thousand Hamlets in a thousand people’s eyes.” There also can be a thousand hotpots in a thousand people’s mouths.

• “No Hostilities Yet”

When nations declare adversity onto each other, there is a lapse of time between the declaration of intention and commencement of hostilities. Implementation can take anywhere from months to years. The Brexit discussions are a major example of such conditions. Code yellow conditions are now in place between Europe and Britain. My wife and I visited England to explore the current and future status.

Evensong in Canterbury Cathedral, seat of the archbishop, is very British, well-attended, firm, strong, and uplifting. There are definite advantages to singing one’s prayers. The British production of Jersey Boys was another listening adventure, packed house, lots of fun, energetic singing done well. In London, no signs of fear or concern. St. Martins in the Field did not disappoint with renditions of Mozart at candlelight by a Russian pianist. Trafalgar square was humming and buzzing late into the night as usual. Sticking together while exercising simple precautions is the watchword.

High tea at Harrods was a pleasant experience—but with a twist! Queen Victoria era tea strainers still capture leaves and uplift the taste. The servers in the tea room are sons and daughters of EU nationality, hailing from Hungary, Romania, Estonia, Albania, and Bulgaria. The clientele is mostly Asian.

Vast sums from abroad are being spent at the store—often supported by personal shoppers so that the customer can rapidly move from Hermes to Gucci. That many prices doubled in the past three years seems not to matter. Newspapers report that some of the more intense shoppers purchase more than $2 million of goods per month in one department store alone, supported by the appropriate credit cards Bank Al-Ahly from Egypt, or Union Pay from China. Support also offers inside mosques for prayer services.

All local spenders can forget about the doorman calling a taxi for them! The crowds are massive, all walking on the right—which is the wrong—side, indicating that hardly anyone is British. Multilingual store staff tells us that China is the main country of origin. Russians are left in the wake. Maybe the sanctions are working!

The diversity of restaurants has greatly increased. No longer are there just simple choices between British kidney pies and Indian basmati rice. Still, a shame that the Chinese chain HaiDiLao, with all its hype on quality and service, has yet to open in the United Kingdom.

Uber is very active so one is no longer dependent on the famous and often not appearing taxi.

Drivers are not happy because their income decreased. Still, they do not go to places where customers might naturally congregate, like evening performance conclusions at the Royal Albert Hall. Their argument: What if there are no customers? Hard to argue!

Universities, particularly the mid-grade ones, experience enrollment declines. Costs for non-EU students have skyrocketed. The many students from abroad are mostly bonding and banding among their own nationalities and encounter limited social linkages with Britons. Though internationally oriented, it is quite difficult at many institutions to study or write dissertations in a non-English language.

News and discussions have become less interested in the United States or Europe. On October 3, there was more highlight of the Day of the Open Mosque, than of German reunification day.

There are many changes, some subtle, some not so much. The English gardens hidden from the street are still beautifully tended and restful. And when eating, there are still vast pots of delicious clotted cream. Faucets, newly installed, still separate hot and cold water, no mixing allowed!

So much for flexibility, adjustment, and stability. Conditions are not grim. Historically, one may think of Hannibal’s closing onto Italy, with Roman defeat highly likely. But it did not happen in 216 BC and may well not happen in 2019. In spite of signed documents and grim postulations, there is no commencement of hostilities yet. One could label the current conditions as that of the head-burying ostrich, but for now, the feeling is good and the living is easy.

• “Olympics Versus Super Bowl. The Marketing Differences” with Charles Skuba

The Super Bowl reached viewers around the world, but Olympic advertisers will be communicating with a much broader audience from diverse cultures who will bring with them a different set of interests and emotions. To persuade such a multicultural audience, advertising will need to seek commonalities of the mind and heart. Global advertising agencies have the expertise to create messages that work across borders and avoid the danger of leaving broad groups of viewers bewildered or, worse, offended.

We offer five winning techniques (not exclusive to each other) for creative messaging to global audiences during the Olympics in national and global media campaigns.

Universal human emotions come first. The best brands inspire and capture positive, if not joyful, emotion in their customers. Marketers know that emotion often trumps reason in purchase decisions. Dig deep into any customer psyche, whether of a business decision maker or a teenage gamer, and you’ll find a bundle of emotions that are common to people across cultures. Although there are cultural differences in what stirs emotion, some things are universal, like love stories and the pursuit of dreams.

For the 2012 London Olympic Games, P&G launched the global “Thank You Mom” campaign that celebrated the love of young Olympic athletes and their mothers. There may be no more powerful bond than the love between a mom and her child and that love is a universal emotion, which is why P&G has renewed the theme for 2018.

Expansive imagery is also of major impact. The film industry has conditioned viewers across the world to crave dramatic, expansive imagery. The most successful global films create a powerful impact of sight and sound. The Olympics are a key opportunity for grand imagery. Marketers regularly use striking visuals to capture attention but the bar is being raised.

Inspiring sounds and music follow hand-in-hand with expansive imagery. Music enhances visuals for dramatic and emotional impact. Marketers must be careful with music selection. Coca-Cola has long used “happiness” music to appeal to young people around the world. Naturally, if the music is great, people will want to share it.

Then there is symbolism. For simple communication of an idea, it’s hard to beat. Marketers often employ symbolism to enhance and distinguish their campaign and product messaging.

If you can show product advantage in advertising, your marketing effort is working. The trick is to get people’s attention to your message and also sell. Also, marketers would be smart to walk away from messaging that depends upon slang or references to national pop culture.If you didn’t grow up watching American television, you might not understand a lot of pop culture references that U.S. audiences instantly absorb.

Super Bowl advertising is uniquely tuned to American audiences, while that of the Olympics must be globally focused. Both will employ many of the techniques identified here. Marketers are literally going for the global gold. For the audience, the Olympic marketing messages will be quite different from the ones of the Super Bowl but well worth waiting for.

• “The Spring Break”

This spring, I wanted my students to remember their “Marketing Across Borders” class, while they traveled to azure beaches and Caribbean getaways. They were to connect their break experiences to some of the themes we have explored in class. Their responses offered an interesting—and illuminating—glimpse into how international marketing shapes the decisions of young travelers.

As digital natives, most of my students performed the research and planning for their trips online. Whether scoring cheaper flights or finding top restaurants, these young travelers turned to social media platforms and travel websites such as AirBnb and TripAdvisor, to find affordable, and often all-inclusive, deals for hotels and flights. Students noted the power of word of mouth, which they far preferred over mass-market pamphlets, in guiding travel decisions. Much trust was placed in the reviews of peer travelers.

Much international travel was to Mexico, the Dominican Republic, and Germany.

But even when my students ventured outside their comfort zones, they still encountered elements of the familiar. They noted the prevalence of Japanese manufactured cars, such as Toyota, in countries like Mexico and Jamaica. For food, they found a preponderance of American brands—such as McDonalds and Starbucks—that were almost identical to those in Cincinnati, Ohio.

A student, involved in a social justice immersion trip to Jamaica, found international marketing to be an important tool in business development. She found billboards with emotional global brand messages: “Kakoo loves Pepsi!”; “Jamaica, land we love; Honda, car we love.” Many messages were targeted toward tourists and rendered in English rather than local languages.

In terms of favorite topics, many of my students’ broached food. There was a fascination with the globalization of food products. Students were delighted to taste the delicious meals of the world. “Food trends from around the world had penetrated the Costa Rican market: Breakfast places were serving cold brewed ice coffee, kombucha, acai bowls, avocado toast, and homemade vegan bread. Australians own the best taco joint in Tamarindo. A woman from Minnesota was the chef at a local breakfast café. Markets served poke bowls (sushi bowls from Hawaii), arepas (shredded beef sandwiches from Venezuela), and traditional French pastries.”

Students saw a choice of goods that were produced in the United States but tasted differently abroad. In the Dominican Republic, there were different taste versions of Coca Cola. Snacks of choice, such as Doritos, were sold at two different prices depending on whether they were sold in American or Mexican packaging. In Puerto Vallarta, Mexico, the point of sale changed in supermarkets. Oreos were sold alongside American cereals rather than in the cookie section!

All these observations contribute to a wider understanding of international marketing forces that shape tourism for young travelers today. Travel can be good—it gives more perspective, more context, and more variety. Surely, there will be more alternatives and new experiences, which make life more meaningful, spicy, and more interesting.

• “For Want of a Plane”

High hopes were placed into the G20 meeting in Buenos Aires. After all, many policy leaders with different voices were present. In particular, German Chancellor Merkel’s role as a seeker of compromise was fully scripted. She was to assure low tariff levels for cars with President Trump, broach new approaches for debt management with Argentina, and discuss issues on Ukraine with President Putin. Alas, the expected discussions were disrupted. The Chancellor’s ride did not get there.

When Mrs. Merkel departed Germany, all plans seemed to be on track. Cabinet members, the German Foreign Service team, and a gaggle of journalists had moderately filled the Chancellor’s official airplane. But after only 1 of 13 hours of flight time the machine had to turn around for an unplanned landing. Communication was on the fritz, gas could not be ditched and, the subsequent landing back in Cologne/Bonn was heavy. Harsh as it sounds, parked planes don’t fly.

Minor inconveniences say you. In an era when the CEO of a declining U.S. multinational firm like GE’s Jeff Immelt always had a back-up plane accompany him, surely all the German Air Force had to do was roll out the spare and fly on. Perish the thought! There was a back-up plane. But it had taken off homeward bound for budget reasons once the main trip seemed on track. Also, the spare crew could not perform within regulation time limits.

The German airline Lufthansa was all out of planes for trips to Argentina. Only the Spanish airline Iberia had a direct hop out of Madrid. Not all passengers were excited when their quite empty cabin was suddenly filled up by bureaucrats and guards. Yet others reported that Mrs. Merkel was quiet, focused, and smiling for selfies.

Wagging tongues have suggested that, in light of the harsh electoral decline of her party, Mrs. Merkel wanted to get reacquainted with more popular forms of transportation. Others wonder what Germany’s founding Chancellor Bismarck or, worse yet, what President Trump would have said to this failure. Perhaps the lack of a plane tosses Germany, or even the entire European Union into political turmoil.

The problem is not the short-term direct effects, but rather the long-term repercussion that paints reality. How effective are international marketing slogans and expectations emphasizing progress and technology, when the country leader’s plane won’t fly and airports won’t operate? What happens to the brand value of time when a key leader arrives half a day late? How can one be a useful arbiter while not on location? And all this happened just when CEBIT, one of Germany’s largest trade fairs for technology and communication, had to close down. Is all this witness to a transition away from leadership struts to execution missteps?

The German aircraft debacle is of major import and impact. Mrs. Merkel may have become more forgiving to her staff. But even though she nods and smiles more, her partners in international discussions take delays very seriously. For them, late is late, which greatly undermines efficiency.

As to President Trump’s perspective on these events, he may worry less than expected. First, the problems reaffirm his demand for a substantial increase in European spending on defense. Of equal importance: why should he care about the quality of German planes—he has his own and they fly.

• “The Bear without the Bull”

There is often a strong desire for partisanship both in our domestic and global thinking. Russia keeps being framed as our most vile adversary. Such thinking has much historic background. Of particular worry has been competition in technology—one can still recall the Russian leadership reputation effects of the space launches of Sputnik, the electric ball, and Laika, the spaceship dog. It took the successful North Pole transit of the U.S. submarine Nautilus to re-declare American advantage.

My research in the Georgetown archives yields evidence that not all Russians are adversaries all the time. One example comes from the Russian years of Georgetown University and the Jesuit religious order, which founded it.

The order was initiated by Ignatius of Loyola in Paris in 1534, with its members taking vows of poverty, chastity, and an ode of full obedience to the pope. Its principles and their execution turned out to be quite successful, particularly in the field of education. With its headquarters in Rome, the proximity to the pope helped global expansion and influence.

However, not all was smooth sailing. In spite, or because of their success, the more than 22,000 Jesuits were suppressed in 1773 of all people, by their main patron, Pope Clement XIV. This leader of global Catholicism sent out specific instructions called a “papal bull” or edict to other heads of country, demanding the abolishment of the Jesuit order. The major ruling nations such as the Portuguese and Spanish empires, the French nation, and Austria/Hungary accepted such abolishment, making the Jesuits virtually extinct. Virtually, but not totally, thanks to Russian policy.

At the time, Catherine the Great was the Tsarina or Sovereign of Russia and the protector of its orthodox religion. One of her key objectives was to bring Russia and herself as an equal partner to the table of international leaders. She recognized that raising the capabilities of the Russian population and its nobility to reason and analyze was an important foundation for such an achievement. She was further impressed with the manifold educational activities, which the Jesuits had already set in place. So she was not feeling exploited when the Jesuits requested that the impending papal bull should not arrive or be read by the Imperial Court. She also agreed that existing Jesuits could select Russia as their central headquarters and even allowed them to expand the order.

As a result, those Jesuits, which had been part of the Maryland province in Baltimore, all became Russian in their affiliation, as did their institutions. This relationship remained until 1814 when Pope Pius VII removed the onerous order of suppression. Georgetown University and its Jesuit faculty then became American again.

The lessons learned for today:

The evidence indicates that all this was good for both Russia and Georgetown University. Might there be other strategic linkages possible? It is necessary to separate the bear from the bull and to remember that there is always a bear market somewhere.