INTRODUCTION

The Netherlands and Belgium share a rich history, geographic ties, and deep economic interdependence. Both nations are integral members of the Benelux Economic Union, a pioneering initiative established to foster economic integration in the region.

This shared foundation has shaped their collaboration in trade and commerce, often leading businesses to view them as a unified market under the “Benelux” label. Titles like “Benelux Sales Manager” or “Benelux Marketing Director” reflect the region’s perceived unity in international business.

However, while this grouping underscores their strong economic ties, it can also mask important differences in their approaches to business—and, by extension, B2B buying.

Through our work at LeadFabric, we’ve seen interesting differences firsthand, from decision-making processes to the way relationships are formed, and deals are closed. Such distinctions are not merely anecdotal; existing research can help speak to these differences.

Geert Hofstede, a renowned Dutch social psychologist, developed a cultural framework that helps explain how national traits influence decision-making and organizational behavior. His work provides a compelling lens through which to examine the cultural nuances between Belgium and the Netherlands.

Additionally, recent research from our partner 6sense on B2B buying behavior in Europe offers a unique opportunity to explore these differences further.

By combining their data with our firsthand experience and gleaning insights from Hofstede’s cultural framework, we aim to ask: What notable differences between Belgium and the Netherlands might carry important implications for B2B buying?

In this paper, we first explore the cultural research surrounding these two countries and then analyze what 6sense’s data suggests about their individual contributions to European buying behavior.

Cultural Context: What Hofstede’s Dimensions Tell Us

Hofstede’s cultural dimensions theory provides a structured way to understand how national culture shapes decision-making and organizational behavior. His framework outlines six dimensions of national culture:

Power Distance, Uncertainty Avoidance, Individualism/Collectivism, Masculinity/Femininity, Long/Short-Term Orientation, and Indulgence/Restraint. For this analysis, we focus on four dimensions that are particularly relevant to understanding business interactions:

1. Uncertainty Avoidance (UA)

This dimension measures the extent to which members of a culture feel threatened by uncertainty or ambiguity, influencing their preference for structured or flexible environments.

With Dutch buyers scoring lower than Belgian buyers here, they might be more comfortable with ambiguity and open to new opportunities.

Belgium scores high on UA, meaning Belgian buyers might prefer structure and clear guidelines. This indicates that they want “all the details” and like to minimize risks.

2. Indulgence vs. Restraint (IVR)

This dimension examines the degree to which a culture allows or suppresses gratification related to enjoying life and having fun.

Cultures leaning toward indulgence may be more open to taking risks, exploring innovative ideas, and embracing change. In restraint-oriented cultures, decision-making might focus on cautious planning, long-term stability, and minimizing unnecessary risks.

While the Dutch are more relaxed and open to trying new things (higher score), Belgians lean a bit more toward restraint, with decision-makers showing self-discipline and caution (lower score).

3. Power Distance (PDI)

This dimension reflects the extent to which a culture accepts and expects unequal distribution of power within organizations and society.

Belgium’s higher PDI score points to more hierarchical structures, meaning not all group members’ input has the same weight or influence.

In contrast, the Netherlands scores lower than Belgium and has a flatter organizational culture, making decision-making more democratic and collaborative.

4. Individualism vs. Collectivism (IDV)

This dimension explores whether a culture values individual achievement and autonomy over group harmony and interdependence.

The Netherlands scores high on individualism, which could mean that Dutch buyers are more likely to make decisions independently, trusting their own judgment rather than relying on group consensus or external opinions.

Belgium, while still somewhat individualistic, scores lower.  

Our own experience

Here’s a story inspired by real-world experiences we’ve heard from those navigating the business landscapes in the Netherlands and Belgium. 

A B2B salesperson, who we’ll call Jan, was no stranger to cross-border deals, but switching between Belgian and Dutch clients felt like mental gymnastics. In Belgium, meetings seemed quite formal, with executives taking their time between meetings before getting to a decision and cautiously weighing every criteria while seeking advice. Jan knew it could take weeks to close a deal, as everyone moved with caution. 

Later that day in Amsterdam, Jan met up with the Dutch team of a business interested in his product and service offerings. Everyone, regardless of their hierarchy level, was gathered around the table and questioned everything openly, even pushing for some innovative ideas. The team seemed willing to experiment, and wanted to get to a decision fast before moving onto the next topic. 

Each time Jan crossed the border, he had to reset his approach—balancing between the more risk-averse Belgian mindset and the forward-thinking Dutch way of doing business. The mental shift was as challenging as any negotiation. Jan chuckled to himself. The trick, he realized, wasn't just switching languages (if even necessary)—it was switching mindsets. 

Let’s break down the story through the lens of these cultural dimensions.

The Netherlands

Everyone, regardless of their hierarchy level, was gathered around the table and questioned everything openly, even pushing for some innovative ideas. The team seemed willing to experiment and wanted to get to a decision fast before moving onto the next topic.

Uncertainty Avoidance (UA): The Dutch team’s comfort with open questioning and experimentation reflects low UA, showing a willingness to embrace ambiguity and take risks.

Indulgence vs. Restraint (IVR): Their openness to trying new ideas and focus on quick decision-making aligns with a more indulgent, relaxed approach.

Power Distance (PDI): The inclusion of all team members, regardless of hierarchy, underscores the Netherlands’ lower PDI, where decision-making is more democratic and collaborative.

Individualism vs. Collectivism (IDV): The focus on individual questioning and pushing innovative ideas demonstrates high individualism, valuing self-reliance and personal judgment.

Belgium

Meetings seemed quite formal, with executives taking their time between meetings before getting to a decision and cautiously weighing every criteria while seeking advice.

Uncertainty Avoidance (UA): Belgium’s high UA is reflected in the preference for minimizing risks through careful deliberation and structured decision-making. Executives avoid rushing decisions, favoring a thorough review of all criteria.

Indulgence vs. Restraint (IVR): The formality and measured pace of these interactions indicate restraint, with decision-makers exercising self-discipline and caution.

Power Distance (PDI): The emphasis on executives as key decision-makers highlights Belgium’s higher PDI, where authority is more centralized, and decisions flow top-down.

Individualism vs. Collectivism (IDV): The careful weighing of criteria and reliance on external advice suggest a more collective approach, with decisions influenced by group input.

Through experiences and stories like Jan’s, we’ve seen firsthand how Hofstede’s cultural dimensions manifest in real-world interactions with Belgian and Dutch buyers.

But do these cultural distinctions hold true when we look at hard data on the B2B buying journey? To explore this, we turn to the research conducted by 6sense.

By analyzing this data, we sought to understand whether the trends identified through Hofstede’s framework – such as the Netherlands’ faster, more collaborative style and Belgium’s more risk-averse, hierarchical approach – are reflected in the buying patterns and behaviors of businesses in these two countries. Let’s take a closer look.

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