Cultural Sensitivity
CULTURAL SENSITIVITY
Omega Manufacturing is headquartered in a regional manufacturing area in the United States. Company A produces engine components that undergo an extra heat-hardening process that provides extended life for engines of heavy-duty trucks, and it provides specialized machined engine components to all major U.S. truck and automobile manufacturers. Omega Manufacturing currently has 5,000 employees in the United States and wants to double its size within the next four years. After establishing through market research that a huge growth potential exists for new entrants of heavy-duty trucks in several target countries, Omega Manufacturing expanded successfully into Germany this past year. The company is now considering expansion into Eastern Asia, particularly Japan. Senior management believes Omega Manufacturing will more than double company profits with its expansion in the international market. The following report addresses some of the major cross-cultural challenges that likely may surface as the firm begins its expansion into Japan.
CROSS CULTURAL MARKETING IN JAPAN In order to deal with the cross-cultural marketing demands, we must first become aware of Japan 's cultural differences. Some of the major cross-cultural issues that impact our marketing strategy will deal with Japan 's customs, communication style, business conduct, and ethics. After thoroughly researching Japan and making note of the cultural differences, I realize how important cultural awareness is to Omega Manufacturing 's success there. Japan is a very homogeneous country, only >2% of its inhabitants are foreigners. And to the majority of them, especially the older ones, respect for the culture is paramount. This respect is conveyed through language, body language, etiquette, and subtle forms of non-verbal communication (http://www.kwintessential.com/doing-business-japan). The Japanese believe that foreigners, especially
Omega Manufacturing is headquartered in a regional manufacturing area in the United States. Company A produces engine components that undergo an extra heat-hardening process that provides extended life for engines of heavy-duty trucks, and it provides specialized machined engine components to all major U.S. truck and automobile manufacturers. Omega Manufacturing currently has 5,000 employees in the United States and wants to double its size within the next four years. After establishing through market research that a huge growth potential exists for new entrants of heavy-duty trucks in several target countries, Omega Manufacturing expanded successfully into Germany this past year. The company is now considering expansion into Eastern Asia, particularly Japan. Senior management believes Omega Manufacturing will more than double company profits with its expansion in the international market. The following report addresses some of the major cross-cultural challenges that likely may surface as the firm begins its expansion into Japan.
CROSS CULTURAL MARKETING IN JAPAN In order to deal with the cross-cultural marketing demands, we must first become aware of Japan 's cultural differences. Some of the major cross-cultural issues that impact our marketing strategy will deal with Japan 's customs, communication style, business conduct, and ethics. After thoroughly researching Japan and making note of the cultural differences, I realize how important cultural awareness is to Omega Manufacturing 's success there. Japan is a very homogeneous country, only >2% of its inhabitants are foreigners. And to the majority of them, especially the older ones, respect for the culture is paramount. This respect is conveyed through language, body language, etiquette, and subtle forms of non-verbal communication (http://www.kwintessential.com/doing-business-japan). The Japanese believe that foreigners, especially
References: Ball, Geringer, Donald., Minor, Michael., McNett, Michael., Jeanne. (2009-02-01). International Business: The Challenge of Global Competition w/ CESIM access card [12] (VitalSource Bookshelf), Retrieved from http://online.vitalsource.com/books/0077771753/id/ch14 Kwintessential. Ltd. (n.d). Etiquette/doing business in japan. Retrieved on 10/12/12 from http://www.kwintessential.co.uk/etiquette/doing-business-japan.html McConnell, Brue, Campbell., Flynn, Stanley., Sean. (2012). Economics [19] (VitalSource Bookshelf), Retrieved on 10/07/12 from http://online.vitalsource.com/books/0077771699/id/T18-1 McKinley, Jim. (1995). Understanding the sources of Japanese business ethics: Japan Management Review ISSN 0968-7130. Copyright 1995 / MCB University Press, Retrieved on 10/07/12 from http://www.xing.com/net/understanding-the-sources-of-japanese-business-ethics-2065211 Shimp, Terence A. and Subash, Sharma. (1987). "Consumer Ethocentrism: Construction and Validation of the CETSCALE," Journal of Marketing Research, 24 (August). Retrieved on 10/10/12 from http://www.faculty.bschool.washington.edu/ryalch/M581/Gurhan%20Canli%20and%20Maheswaran%202000%20JMR.pdf