Globalization and international activities of companies have increased the cross-cultural interaction and commercial links, which in turn have resulted in the need for knowledge and competence about different culture. Within these dynamics, the success of the managers who are in charge of international activities depends on their CQ. The studies related to CQ reveal that it helps to cope with multi-cultural situations, to perform in culturally diverse work groups, to manage culture shock and facilitate effective cross-cultural adjustment, decision making and performance.
The world is becoming more and more homogeneous, and distinctions between national markets are not only fading but for some products its disappearing.
This means that marketing is now becoming a world common discipline. However, on the other hand, the differences among nations, regions, language, regulatory environment, past heritage, ethnic groups, etc in terms of cultural factors still exist in the market place and having obvious impact on the marketing practices of the business organizations.
From a marketing point of view it is very important for marketers to realize that the markets in the 21st century are cross-cultural markets and to be aware of and sensitive to the cultural differences is a major premise for the success in the 21st Century marketplace.
The following aspects should be vital to be considered by a business: From the anthropological perspective all market behaviours are culture-bound. Therefore, in order to match the marketing mix with consumer preferences, purchasing behavior, and product-use patterns in a potential market, marketers must have a thorough understanding of the cultural environment of that market.
Paneer on a pizza! Paneer on a pizza? Paneer on a pizza. Same statement, same concept but the noticeable thing is the change in the attitude. It shows how foreign based multinational companies have changed their product according to the taste of the indigenous of a country.
In this case one element of the marketing mix, product has been changed to cope up with the existing culturally bound taste of Indians. Maggi in India Noodles were alright for dinner once in a while and it is accepted in other countries as well but it was unsuccessful in India.
Since Indians consider idly, dosa, chappathi, etc as their dinner menu. Then Maggi wanted another marketing strategy to sell its product and it marketed Maggi as a snack not as a dinner and succeeded in the market.
This also reveals how culturally bounded practices impact the marketing strategies. They also went along with curry flavour, tomato flavour, etc in India.
Swarovski in India Swarovski is a Czech Republic based crystal venture incorporated in Swarovski India Pvt Ltd faced a difficulty in marketing crystals in India primarily. In the European and Western countries crystal is considered as a valuable gift item and initially they marketed their crystal as in the same manner in India but they struggled to capture the market due to the existing cultural aspects.
Indians had a sentiment about gold and silver as ideal gifts for a bride or a bridegroom and they are culturally taught that gold and silver are the ideal gift for every occasion. Swarovski there after realized the need for Indianization and came up with an alternative product.
They introduced crystal studded sarees firstly and now they are offering a collection of sarees, blouses, odhnis, and salwar kameezes studded with crystals. MTV and V Channel in India Youth of India expects music which is some what related to their culture and prefer the styles like bhangra which is a traditional Indian music style.
Realizing these desires, western channels like MTV and V channel has included Indian pop, a kind of fusion music of India into their charts. Even the displays they use to show their products, specifically display the price of each product.
This proves that these MNCs are amending their marketing strategies regarding price to suit Sri Lankan market.
Promotions in the sense it mainly includes advertisements and the cultural issues relating to those advertisements should be precisely dealt in order to capture the market through a healthy relationship with the target market.
It is not a mere change of designation stemming from computer science vocabulary but a radical change of perspective concerning the real nature and modes of linguistic and cultural transfer from one language into an other.
Coke Advertisements in India Coca cola uses different celebrities in each region of India to communicate more effectively with the target market by considering their cultural variabilities.
This shows the perspective of marketers that the people will feel more comfortable when they see a person from their own cultural background in advertisements and feel positive toward their products.Country comparison.
Select one or several countries in the menu below to see the values for the 6 dimensions. To compare your personal preferences to the scores of . – This paper aims to trace the evolution of nationality‐based business organisations in Malaysia and review whether national culture, as determined by the nationality‐based work values, beliefs and orientations of the owners and managers of organisations, influences the values, orientations and practices of organisations.
This article investigates whether Human Resource Management (HRM) in Greece is maintaining its national character or whether it is converging towards a model that potentially clashes with the country’s traditional societal values. This issue fits in the wider convergence–divergence debate that has been the concern of many cross-cultural researchers.
Selling Internationally- A business and cultural challenge To be successful on a global scale, brands have to take local tastes into account Consumers’ attitudes and expectations differ widely across cultures and organisations cannot sell a product in the same way in two different markets.
Based on the view that culture is dynamic and negotiated between actors, this groundbreaking book contains a collection of ten cases on cross-cultural management in practice.
The cases draw on field research revealing challenges and insights from working across nations and cultures. Failing to adapt management practices across cultures Most, if not all, management theories, models, and practices are laden with culture-specific assumptions.
No organisational theory is universal, yet the cultural assumptions underlying management practices are often unacknowledged.