Bridging the cultural and geographical divide between Singapore and Sweden

Singapore is a standout economy in APAC, and often acts as a gateway to the rest of the region but many Swedish companies overlook it in favour of some of the bigger, more visible countries. From our base in Singapore, my team operate in the wider Southeast Asia region which means the working day is never dull.

For Swedish start-ups and scaleups that often look closer to home for expansion, Singapore is a great market to target because of its strong economy and great distribution access. It often feels safe to expand first to other countries in the Nordics or Europe but jumping right into APAC can bring huge rewards quickly.

The scale and importance of APAC is the driving force behind Business Sweden’s quick expansion since the first office was opened in Kuala Lumpur back in the early 2000s. Being part of that journey has been really rewarding as I have been able to see the benefits that we can bring to Swedish companies – from those larger companies who were here before us, all the way through to the start-ups that we have helped take their first international leap.

One of the most important tools we use to build local networks and connections here is Business Sweden’s government mandate. When I was in Brussels working in the Benelux region, this didn’t make an impact like it does here. What we find is that this helps us to establish trust but is also a quality stamp. Engaging stakeholders with the Trade Commissioner hat on, representing Sweden is not only a great icebreaker but a representation of something that relationships can be built upon for the long-term. When we meet with government, industry, business, conglomerates, investors, importers, distributors, trade associations, or other stakeholders, we really build a practical network that has a solid foundation.

When we combine this with our physical presence with both Swedish and local colleagues, we can access the right people at the right time in sectors that will really benefit the Swedish companies we work with. If it’s a big infrastructure tender, then we already know we have the connections in government that will answer the call to discuss the process and how we can add value with established Swedish companies.

Sweden also has a positive reputation in Singapore and the wider region, and when this is combined with our history of technological innovation, track record on equality, doing business sustainably, and also integrating skills within the local market, we have a strong brand that is in demand. On this side of the world those values are recognised, but it is on the Swedish side that we need to push the awareness that APAC is a viable route for expansion.

Singapore is in a unique position, in the middle of APAC but also one of the most advanced markets in the region. As Trade Commissioner, I have responsibility for several markets and these are dramatically different in the way they do business, languages spoken, cultural nuances, but also their level of technological development and access to tools to do business in a virtual world. Working in countries like Laos, Myanmar, or Cambodia is going to be a world away from Singapore, so it would be naïve to think that one strategy would work for the whole of APAC. Virtual meetings can only take you so far in some countries or only become acceptable once the trust and relationship has been established.

It sounds obvious, but our local presence is what sets us apart. We have hands-on experience of business practices and ethics; from the unwritten codes of how to behave in meetings, what red tape needs to be navigated, and the growth-related information about client segments and emerging opportunities. The diverse complexity of this is hard to grasp but it is critical for doing business in Southeast Asia.

This extends to the types of opportunities that might present in different markets. My team can focus on large urbanisation and infrastructure projects, broader sustainable transport projects, and construction one week, and the next it is traditional manufacturing, technology, engineering. In between we could be exploring the FinTech or MedTech ecosystems where there is also a huge demand. This is why we can accelerate growth for small to mid-sized companies as well as the larger companies that have been in the region for a long time and kick-start the journey for start-ups and scaleups.

The repercussions of the pandemic have also reinforced what we have known – that being close to where you do business is important. This can come at a cost for Swedish companies because APAC is geographically distance. Putting ourselves here benefits both sides; removing unnecessary risk by creating long-term trust-based connections.

Actually, I think there is something that we as Swedes can take from Singaporean business culture that works very well. The way here is process driven and in general they are very good at executing task. This applies to everything from business and also research and innovation. There is a structured approach from day one – right though to the very end. They are always very prepared, mapping out scenarios and anticipating roadblocks, and building in steps to mitigate risks. This serves them very well and I think this is something Sweden could learn from – as our approach can sometimes be time consuming and not as structured.

On the personal side, I have not lived in Sweden for close to 15 years but the first thing I tend to eat when I get back home is a shrimp sandwich or shrimp salad. But obviously this is a tricky food to bring back to Singapore! So, the thing I would bring with me is cloudberry jam – a berry from the northern part of Sweden which is very difficult to find here. But Singapore has an amazing culinary scene with a rich and diverse range of food and a particular favourite is a pineapple tart which I always bring back to Sweden as a gift for family and friends.