The programme, which was launched in Mumbai on November 30, 1999, has covered a lot of ground since then with two programmes for training of trainers conducted in Milan and Vienna and three workshops on women entrepreneurs, one already conducted in Vienna in September, the second to be conducted in Mumbai in November and the third in Milan in December.

The European Commission, which launched the Economic Cross-Cultural Programme in 1997, as a concrete expression of cooperation and partnership for bringing together know-how, information and business, feels the programme is based on the concept of mutual understanding and learning torespect the others' identity.

The project, titled `Entrepreneurship Inculturalisation: Networking for Global Opportunities and Development in Australia, India and Italy', has become a model of international cooperation by bringing together institutions and experts from the three countries to interact and impart knowledge to existing and potential entrepreneurs.

The project is mainly aimed at small and medium scale enterprises. Through seminars, workshops, training programmes for trainers as well as existing entrepreneurs, research projects, publications, exchange programmes and even a Website on Internet, the four promoters seek to give a global market orientation to entrepreneurs and to strengthen the knowledge base of entrepreneurs from the three partner countries.

The research projects, too, have been carried out with mutual exchange and collection of information by the three partners. The studies have also arrived at some cross-cultural conclusions, which are based on a comparative study of the datacollected in the three countries.

This 33-month project has paved the way for a better understanding by the participants of the socio-economic cultures of the three countries and thereby facilitated stronger ties between India, Austria and Italy. It has also created a network of people in the three countries who are committed to continuing cooperation and internationalisation.

The studies that have been done and information collected point out some interesting similarities in business styles between Indian and European businessmen, when negotiations are carried on by professionals. However, many differences also surface such as the clear-cut style of negotiations by Europeans when compared to the more hesitant approach of Indian businessmen, differences in approach to work, infrastructural problems, etc.

European businessmen often fail to understand the complexities of the Indian business situation and both sides are often driven by short-term gains rather than long-term business. Both European andIndian businessmen, the study finds, do not do due diligence on their partners, leading to problems arising in the relationship at a later stage, specially in joint ventures.