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GAZETTE.
SEPTEMBER 1989
THE LAW OF THE LUNCH
The general rule may be laid d own that in all of h uma n k i n ds
institutions, especially in business, government, and the priestly
emp l oymen t s, there is an inverse relationship between h ow much
their literatures and instructions attend to a particular activity and
the importance of that activity. The greater the attendance, the less
important it is; the less the attendance, the mo re important.
By that principle, few tilings in business are as important as the
business lunch, about which absolutely nothing can be found in
textbooks, casebooks, MBA programs, seminars, or conferences.
The business lunch is a pervasive institution, virtually obliga-
tory, and everywhere conducted according to a fixed ritual. He
who invites pays. Conversation starts and for long remains in the
realm of seemingly idle chatter about personal interests in recrea-
tions, entertainments, family matters, and mutual acquaintances.
Business is finally and gradually crept up on with careful avoid-
ance of any implications that the lunch exists specifically to en-
hance the lunchee s opinions about the lunchor and the lunchor's
assessment of the lunchee.
The business lunch and its rituals are based on the established
fact that important buying derisions are rarely made on price alone
or alone on specifications, technical service, delivery, or vendor
competence and reputation. The lunch exists to learn about things
that are not said, to help establish and cement relationships of per-
sonal trust and understanding, to create commercial friendships
and reciprocities, to facilitate favors hoped for and favors given, to
go beyond technicalities and legalities in getting and cementing
some sort of sale.
So don't knock it.
HARVARD BUSINESS REVIEW
Reprinted from Harvard Business Review, May-June '89, with kind permission of publishers.
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