Chapter 2 managing cross cultures
端午节作文300字
The first part of this chapter address the traditional tendency to attempt to replicate successful home-country operations overas without addressing cultural differences. Next, attention is given to cross-cultural challenges, focusing on how differences can impact multinational management strategies. Finally, the cultures in specific countries and geographic regions are examined. The specific objectives of this chapter are:
Examine the strategic dispositions that characterize respons to different cultures.
警务辅助人员Discuss cross-cultural differences and similarities.
Review cultural differences in lect countries and regions, and note some of the important strategic guidelines for doing business in each.人之常情是什么意思
PBL study: waking up Heineken---- earnings are flat. Its stock is in a slump. Beer drinking is down, too. Can the Dutch brewer keep growth flowing?
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The strategy for managing across cultures
As MNCs become more transnational, their strategies must address the cultural similarities and differences in their varied markets.
Renault, the French auto giant made a number of strategic decisions that dramatically changed the way, it bought controlling stakes in Nissan Motor of Japan, Samsung of Korea and Dacia, the Romanian automaker.
Renault is working to improve its effectiveness in dealing with governments, unions, and employees, as well as to understand the cultural differences in customer preferences in Europe, Asia, and the Americas.
苗卫芳Strategic predispostions
Most MNCs have a cultural strategic predisposition toward doing things in a particular way. This orientation or predisposition helps to determine the specific steps the MNCs will follow. Four distinct predisposition have been identified: ethnocentric, polycentric. Regiocentric, and geocentric.
Ethnocentric predisposition: a nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions.
polycentric predisposition: a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates.
regiocentric predisposition: a philosophy of management whereby the firm tries to blend its own interests with tho of its subisdiaries on a regional basis.
geocentric predisposition: a philosophy of management whereby the company tries to integrate a global systems approach to decision making.
A predisposition toward any of the profiles can provide problems for a firm if it is out of step with the economic or political environment. Commonly, successful MNCs u a mix of the predispositions bad on the demands of the current environment.
Meeting the challenge
Despite the need for and tendency of MNCs to address regional differentiation issues, many MNCs are committed to a globalization imperative, which is a belief that one worldwide approach to doing business is the key to both efficiency and effectiveness.
Despite the tendencies to u home strategies, effective MNCs are continuing their efforts to address local needs. A number of factors are helping to facilitate this need to develop unique strategies for different cultures, including:
The diversity of worldwide industry such as tho in broadcasting, where television ts must be manufactured on a country-by-country basis.
A continual demand by local customers for differentiated products, as in the ca of consumer goods that must meet local tastes
The importance of being an insider, as in the ca of customers who prefer to “buy local”
The difficulty of managing global organizations, as in the ca of some local subsidiaries that want more decentralization and others that want less.
新年的祝福语The need to allow susidiaries to u their own abilities and talents and not be restrained by headquarters, as in the ca of local units that know how to customize products for their market and generate high returns on investment with limited production output.
By responding to the cultural needs of local operations and customers, MNCs find that regional strategies can be ud effectively in capturing and maintaining world wide market niches.
The way in which the marketing message is delivered also is important. For example:
Germans want advertising that is factual and rational; they fear being manipulated by “the hidden persuader”.
保护牙齿教案The French avoid reasoning or logic. Their ads is predominantly emotional, dramatic, and symbolic.
