In the increasingly integrated North American marketplace, the basic friction points for multinational businesses selling in Quebec are: the "language of work" rules for branches or subsidiaries operating in the province; and the labelling and other advertising requirements for products offered for sale in Quebec.

In both cases, a number of compelling principles seem at times in conflict. For instance, the business trend is toward deregulation, but some French language requirements seem onerous indeed. The public wants lower prices and increased access, but strict regulations can increase price and reduce choice.

Somewhat contrary to their reputation as a bureaucratic annoyance (or worse as "tongue-troopers" with an agenda of their own), Quebec authorities have actually demonstrated a remarkable flexibility and sensitivity in working with multinational businesses to reduce and soothe potential conflicts in both these areas.

Language of work: On the face of it, any business should be able to operate in French in Quebec. However, multinational businesses require frequent dealings with head office and other specialized centres for the business: marketing, design, production, trademark protection, credit etc. A large part of the efficiency and distinctiveness of such business is their integration and consistent approach to a wide variety of issues.

 Rules that require French for computers (both software and hardware, such as keyboards) printers, photocopiers, telephones, e-mail, internal memos, all communications with suppliers, customers and distribution channels and staff handbooks can be burdensome. Indeed, the very requirement for a language analysis and adoption of a "francization" program may be wholly foreign to the culture of an "integrated" North American or world form of business.

The formal rules require a very demanding process, which can be costly and time-consuming. Among the requirements are committees (including members elected by staff) for every business with more than 100 employees; detailed reports within specified delays; French courses for non-francophones; and translating agencies to improve the quality of French used.

The administration, however, can be very helpful in recognizing factors that will allow the multinational to accommodate its internal integration without abandoning its social responsibility.

As well, multinationals should analyze their operating structures to determine if several smaller groupings (with different francization programmes and requirements) can meet the organization's business needs.

Labelling in Quebec: Effective January 1, 1998, Quebec's rules were very much tightened to remove any ambiguity about the responsibility of both manufacturers and retailers to assure compliance with the requirement to label in French.

Important measures do exist which allow multinational businesses to deal with the challenge effectively. One is the area of federal trademarks, where a national (or world) brand can still be marketed in Quebec without distorting or diluting its "look" or style or effectiveness.

Another is the willingness of the authorities to accept a reasonable action plan for business to gear up to accommodate the change. The lead time for new orders or to apply second labels is long enough, but if a program is in place, that transition can be dealt with. The administration has accepted two-year transition periods in the textile sector, but it remains important to demonstrate how this change is being managed.

French lessons: French lessons are never completely easy for a multinational business, but an understanding of what the real requirements are and how the transition can be managed are a vital part of those lessons.

Adapting to the marketplace is hardly new to business and in most cases the winners are those who learn on the job.