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**Going global and staying local** As global brands strengthen and the competition for the consumer’s attention intensifies, it’s more important than ever for companies to create effective global campaigns – but there are already questions worth asking: - What‘s the most effective way to approach a global campaign? - Are the best campaigns the same all over the world or localized to some degree? - What strategic and practical considerations need to be made when executing global campaigns? Get the perspective in this white paper.
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OVERVIEW / PLAN - 1. METHODOLOGY CHAPTER - Analysis of secondary data / No interviews / Not US focused The whole methodology needs to be changed to explain secondary data ONLY 2. RESEARCH CHAPTER (approx 2000 - 2500 words) 3/ 4 case studies The research should mostly refer to case studies / the past experiences of a few firms example: McDonald’s when it launched in Japan, the changes they had to make to adapt to the culture there (e.g. the teriyaki burger) and the difficulties Walmart or similar brands have faced when trying to enter new markets. The study should also use models and theories that explain how firms should deal with cultural issues. The study should examine diverse literature on cultural issues, emerging markets, and globalisation. Find information from past articles / academic writing on this and analyse the findings of that research Also need the following two chapters to be done: Conclusion and Reccomendations for future research (approx 1500 words) In your own words explain the findings of the research drawing back to the case studies / future recommendations Cultural Issues a Company Faces when Emerging in a New Market 20 CULTURAL ISSUES A COMPANY FACES WHEN EMERGING IN A NEWMARKET TABLE OF CONTENT INTRODUCTION…………………………………………….3 1.1 BACKGROUND…………………………………………...3 1.2 OBJECTIVES AND AIM………………………………….4 1.3 RESEARCH QUESTIONS………………………………...4 LITERATURE REVIEW……………………………………….5 2.1 CULTURE CATEGORIES……………………………….5 2.2 DECIDING THE MODE OF ENTRY……………………6 2.3 METHODS OF EXPORTS……………………………….7 2.4 ECONOMIC MODEL……………………………………...7 2.4.1PESTEL MODEL…………………………………7 2.5 CULTURE AND MARKETING…………………………8 METHODOLOGY AND METHODS…………………………9 3.1 METHODOLOGY………………………………………9 3.2 DATA COLLECTION………………………………….9 3.2.1 PRIMARY DATA………………………………9 3.2.2 SECONDARY DATA………………………….10 3.3 RESEARCH APPROACH…………………………….11 DISCUSSION AND LIMITATIONS………………………….12 4.1 DISCUSSION……………………………………………12 4.2 LIMITATIONS………………………………………….12 WORK SCHEDULE…………………………………………….14 REFERENCES………………………………………………….15 Chapter 1 Introduction 1.1 Background A company can develop a new product or emerge in a new market by using its ideas or those of others. However, there are several issues, such as cultural problems, that it can encounter during the entire process. Firms have to take cultural issues into consideration before deciding to enter into a new market. Some of cultural issues include religion, norms, customs, and language. When a company has adequate knowledge and information it needs, the process of emerging into a new market will be less painful. The most important thing for a company is to consider the market it's about to enter, once it begins the process of developing a business model and concept (Govindarajan and Ramamurti 2011). The ke ...
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2 Cross-Cultural Business Learning Objectives Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market. Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana. Source: Jeffrey Barbee. Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones. Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1 This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business. An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
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Cross-Cultural Misunderstanding in Businesses: Language Misinterpretation in Perspective Deborah Odiong Eyoma Schiller International University EN 200 : Cross-Cultural Communication Professor Xiaoyu Li 24TH March 2022 CROSS-CULTURAL MISUNDERSTANDING IN BUSINESSES: LANGUAGE MISINTERPRETATION IN PERSPECTIVE Communication is a basic part of life, which facilitates both verbal and non-verbal interactions and information exchange between humans and animals. In humans, effective communication also includes understanding the emotion and intentions behind the information. It further involves the ability to unambiguously convey or receive a message in order to gain the full meaning of the message and make the other person feel heard and understood (Robinson, Segal, & Melinda, 2020). Generally, learning and business are human endeavours that critically require effective communication. Business simply connotes an organisation or enterprise engaged in commercial, industrial or professional activities (Adam Hayes, Margaret James, 2021). Communication in business is vital to ensuring effective transfer of goods and services, particularly across different cultures. Several businesses have failed due to language-induced cross-cultural misunderstandings. A case in point is when Colgate, a toothpaste company, introduced a product called “Cue” in France but suffered backlash and eventual closure because the name of the product, at the time in France, was the name of a famous pornographic magazine (desconeguts, 2014). This article shall therefore, briefly discuss a language-induced failure that occurred in Panasonic as it attempted to introduce its product to a new market. Thereafter, the study shall identify key challenges to cross-cultural communications before proffering strategies to address them. Aim of the study The aim of this study is to draw lessons from a case study of previous failures in business occasioned by their inability to understand the language and nuances of other cultures with a view to proffering solutions to prevent the reoccurrence of such blunders. Definitions of Key Terminologies The study will first define some key terminologies, such as culture, language and communication as well as cross-cultural communication. Culture is defined as the ways of life of a people, including their arts, beliefs and institutions, passed down through generations; it further comprises of their language, religion, norms of behaviour amongst many others (LaMorte, 2016). Language and Communication are variables that are distinct but interdependent, as one aids or facilitates the other. Language is predominantly a human activity; it is a medium that aids transmission of feeling and thoughts, while communication can be described as a way of interchanging ideas which can be verbal or non-verbal. `Cross-cultural communication connotes the way interactions or transmission of information takes place across different cultures ...
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1 MBA 670 Capsim Strategic De.docx
croftsshanon
1 MBA 670 Capsim: Strategic Decision Making Project 5 - Creating an International Business Plan Learning Topics 2 MBA 670: Strategic Decision Making Project 5 Learning Topics 1 Assess the Characteristics of MediCorp's Potential Customers in the Selected Country International Cultural Differences Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles are essential in any organization. These are crucial in international business, as problems are often exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose members have diverse attitudes and expectations about organizational hierarchy, these cultural differences can present a challenge. Culture is a system of values and norms that is shared among a group of people. The ways people interact socially, their mutual expectations, and the values they share all have consequences for doing business and managing across cross-cultural boundaries. How a country's cultural differences relate to international business can be seen in the following examples: • In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the workplace. Those in senior management positions command respect and expect a formality and deference from junior team members. • In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a comparatively flat organizational hierarchy. In turn, this organization can result in relatively informal communication and an emphasis on cooperation across the organization. • The way to address colleagues and business partners varies in different countries. While Americans and Canadians tend to use first names, in Asian countries such as South Korea, China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and many Europeans. • The concept of punctuality also differs between cultures. Where an American may arrive at a meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled start time and still be considered on time. • Attitudes to work also differ. While some may consider working long hours a sign of commitment, others may view it as an encroachment on their personal time and a sacrifice of essential family time. • Greeting customs are highly culture- and situation-specific. In the United States and Canada, a simple handshake while looking a person in the eye is the norm. In Japan, bowing is the traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other (but not a woman) on the cheek. • In Latin America and the Middle East, the acceptable physical distance needed to respect someone's personal space is much shorter than what most Europeans and Americans feel comfor.
1 MBA 670 Capsim Strategic De.docx
1 MBA 670 Capsim Strategic De.docx
karisariddell
271 Chapter 9 Sociocultural Factors “Over-generalization is the enemy of science.” —John Kenneth Galbraith Chapter ObjeCtives this chapter will: • Define the term “sociocultural” as a combination of societal, political, and cultural norms and responses and discuss their influence in international business • Discuss how attitudes and beliefs influence human behavior, especially attitudes about time, achievement, work, change, and occupational status • Present the influence of aesthetics and material culture within different societies • Examine how communication, both verbal and nonverbal, may serve as a barrier to international business operations • Investigate the importance of social status and the family within different cultures and their effect on the business environment • Identify the role of multinational corporations as agents of change in the international community soCioCultural FaCtors and international Business Multinational corporations operate in different host countries around the world and have to deal with a wide variety of political, economic, geographical, technological, and busi- ness situations. Moreover, each host country has its own society and culture, which are different in many important ways from almost every other society and culture, although there are some commonalities. Although society and culture do not appear to be a part of business situations, they are actually key elements in shaping how business is conducted, Co py ri gh t @ 20 15 . Ro ut le dg e. Al l ri gh ts r es er ve d. M ay n ot b e re pr od uc ed i n an y fo rm w it ho ut p er mi ss io n fr om t he p ub li sh er , ex ce pt f ai r us es p er mi tt ed u nd er U .S . or a pp li ca bl e co py ri gh t la w. EBSCO : eBook Collection (EBSCOhost) - printed on 12/12/2018 2:23 PM via BARRY UNIV AN: 929355 ; Ajami, Riad A., Goddard, G. Jason.; International Business : Theory and Practice Account: s8987890.main.ehost 272 Chapter 9 • Sociocultural Factors from what goods are produced and how and through what means they are sold, to the establishment of industrial and management patterns and the determination of the success or failure of a local subsidiary or affiliate. Society and culture influence every aspect of an MNC’s overseas business, and a successful MNC operation, whether it involves marketing, finance, operations, informa- tion systems, or human resources, has to be acutely aware of the predominant attitudes, feelings, and opinions in the local environment. Differences in values and attitudes between the management at the parent offices and expatriate managers at the subsidiary or affiliate level, on the one hand, and local managers and employees, on the other, can lead to serious operational and functional problems, which arise not because there are individual problems but because of the important differences between the societies and cultures. Society and culture often ...
271 Chapter 9Sociocultural FactorsOver-generaliz.docx
271 Chapter 9Sociocultural FactorsOver-generaliz.docx
lorainedeserre
Presentation used as the base for a lecture on intercultural communication at the University of Siena, Master in Corporate Communication
The other language
The other language
Allen Montrasio
Similaire à Session 5 6
(20)
Global Campaign Strategy and Development
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Culture
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Global Marketing Campaign Strategy and Development
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Cultural and Cross Influences
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2 Cross-Cultural BusinessLearning ObjectivesHelsinki, Finland—.docx
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Culture and Consumer Behavior
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cultural environment affecting international trade.pptx
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What are the determinants of culture In terms of Hofstede model analyses how ...
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1 MBA 670 Capsim Strategic De.docx
1 MBA 670 Capsim Strategic De.docx
1 MBA 670 Capsim Strategic De.docx
1 MBA 670 Capsim Strategic De.docx
271 Chapter 9Sociocultural FactorsOver-generaliz.docx
271 Chapter 9Sociocultural FactorsOver-generaliz.docx
The other language
The other language
Session 5 6
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Leading Wrist-Watch
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To Give or
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