International Marketing Chapter 5 PDF

CHAPTE SIR AFP INTERNATI ONAL MARKETIN G R5 #1st Semester2023 International Marketing Culture, Manageme nt Style, and Business Systems Class of A...

CHAPTE SIR AFP INTERNATI ONAL MARKETIN G R5 #1st Semester2023 International Marketing Culture, Manageme nt Style, and Business Systems Class of Asst. Prof. Archy F. Palanggoy, MBA Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham he Impact of American Culture n Management Style “Master of destiny” viewpoint. Independent enterprise as the instrument of social action. Personnel selection and reward based on merit. Decisions based on objective analysis. Source: International Marketing Wide sharing in decision 18th Edition making. By: Cateora, Money, Gilly, and Graham International Marketing Chapter 5: Culture, Management Style, and Business Systems Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham O2: Management Styles around e World The training and background (i.e., cultural environment) of managers significantly affect their personal and business outlooks. Society as a whole establishes the social rank or status of management, and cultural background dictates patterns of aspirations and objectives among businesspeople. One study reports that higher CEO compensation is found in Scandinavian firms exposed to Anglo- American financial influence and in part reflects a pay premium for increased risk of dismissal. These cultural influences affect the attitude of managers toward innovation, new products, and Source: International Marketing conducting business with foreigners. To 18th Edition fully understand another’s management By: Cateora, Money, Gilly, and Graham uthority and Decision Making Business size, ownership, public accountability, and cultural values that determine the prominence of status and position (PDI) combine to influence the authority structure of business. In high-PDI countries such as Mexico and Malaysia, understanding the rank and status of clients and business partners is much more important than in more egalitarian (low-PDI) societies such as Denmark and Israel. In high-PDI countries, subordinates are not likely to contradict bosses, but in low-PDI countries, they often do. Source: International Marketing Although the international businessperson is confronted with a 18th Edition By: Cateora, Money, Gilly, and Graham Management Objectives And Aspirations Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham Management Objectives And Aspirations Security and Mobility Personal Life Affiliation and Social Acceptance Power and Achievement Face-to-Face Communication Source: International Marketing Internet 18th Edition Communications By: Cateora, Money, Gilly, and Graham Formality and Tempo The breezy informality and haste that seem to characterize American business relationships appear to be American exclusives that businesspeople from other countries not only fail to share but also fail to appreciate. A German executive commented that he was taken aback when employees of his Indiana client called him by his first name. He noted, “In Germany you don’t do that until you know someone for 10 years—and never if you are at a lower rank.” This apparent informality, however, does not Source: International Marketing indicate a lack of commitment to the job. Comparing British and American 18th Edition By: Cateora, Money, Gilly, and Graham P-Time versus M- Time Edward in the T. Hall defines two time systems world: monochronic and polychronic time. M-time , or monochronic time , typifies most North Americans, Swiss, Germans, and Scandinavians. These Western cultures tend to concentrate on one thing at a time. They divide time into small units and are concerned with promptness. M- time is used in a linear way, and it is experienced as almost tangible, in that one saves time, wastes time, bides time, spends time, and loses time. Most low- context cultures operate on M-time. P- time , or polychronic time , is more dominant in high-context cultures, where the completion of a human Source: International Marketing transaction is emphasized more than 18th Edition holding to schedules. P-time is By: Cateora, Money, Gilly, and Graham Negotiations Emphasis Business negotiations are perhaps the most fundamental commercial rituals. All the just discussed differences in business customs and culture come into play more frequently and more obviously in the negotiating process than in any other aspect of business. The basic elements of business negotiations are the same in any country: They relate to the product, its price and terms, services associated with the product, and, finally, friendship between vendors and customers. But it is important to remember that Source: International Marketing the negotiating process is complicated, and the risk of 18th Edition By: Cateora, Money, Gilly, and Graham Marketing Orientation The extent of a company’s marketing orientation has been shown to relate positively to profits. Although American companies are increasingly embracing this notion (and marketing in general), 30 firms in other countries have not been so fast to change from the more traditional production (consumers prefer products that are widely available), Source: International Marketing product (consumers favor 18th Edition By: Cateora, Money, Gilly, and Graham LO3: Gender Bias in International Business The gender bias against female managers that exists in some countries, coupled with myths harbored by male managers, creates hesitancy among U.S. multinational companies to offer women international assignments. Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham LO3: Gender Bias in International Business Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham LO4: Business Ethics The moral question of what is right or appropriate poses many dilemmas for domestic marketers. Even within a country, ethical standards are frequently not defined or always clear. The problem of business ethics is infinitely more complex in the international marketplace because value judgments differ widely among culturally diverse groups. That which is commonly accepted as right in one country may be completely unacceptable in another, though at least one study has shown relative Source: International Marketing consistency across 41 countries in the ethics of persuading superiors. 18th Edition By: Cateora, Money, Gilly, and Graham LO4: Business Ethics Corruption Defined The Western Focus on Bribery Ethical and Socially Responsible Decisions Culture’s Influence Source: International Marketing on Strategic 18th Edition By: Cateora, Money, Gilly, and Graham LO5: Synthesis: Relationship- Oriented vs. Information-Oriented Cultures International Marketing Chapter 5: Culture, Management Style, and Business Systems Source: International Marketing 18th Edition By: Cateora, Money, Gilly, and Graham  CHAPTE SIR AFP INTERNATI ONAL MARKETIN G R5