Culture‚ Management Style‚ and Business Systems CHAPTER 5 Submitted by: GROUP 2 REQUIRED ADAPTION Culture‚ including all its elements‚ profoundly affects management style and overall business systems. Culture not only establishes the criteria for day-to-day business behavior but also forms general patterns of values and motivations. Various studies identify North Americans as individualists‚ Japanese as consensus oriented and committed to the group‚ and central and southern Europeans as
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Disney opened its doors in Japan with much success; much of the success can be attributed to the Japanese culture being very fond of Disney characters. Disney decided to take the same methodology to Paris to open its new park in 1992‚ EuroDisney (Cateora & Graham‚ 2007). Disney failed to realize that while its strategy in Japan worked for Japan‚ its Japan strategy was not going to work in Paris. Disney decided to photo copy their operation and learned that was not acceptable. In 1992‚ several unforeseen
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people then transmitted from generation to generation” (Cateora‚ et al‚ p. 102). I think that the words rituals and beliefs is a key point here. Just because we are from North America and this isn’t the way that we are used to doing business‚ doesn’t mean that it’s wrong. Again‚ as our textbook states‚ “Some cultures seem to be more open about taking bribes‚ whereas others‚ like the United States‚ are publicly contemptuous of such practices (Cateora‚ et al‚ p. 152). Simply‚ I feel like what Frank
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the risk for Starbucks business development in the foreign market‚ like Japan. Starbucks also encountered political and economic regulations when attempting to expand to France. In France‚ there are strict regulations and generous labor benefits (Cateora et. al.‚ 2011). These uncontrollable elements make it difficult to enter the France market. However‚ Starbucks cannot control economic downturns‚ but it can choose which country’s economies they wish to do business in. Starbucks also faces risks
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operating abroad. Explain the concept of price escalation and why it can mislead an international marketer. According to Cateora‚ Gilly‚ and Graham‚ the price of escalation is “the pricing disparity in which goods are priced higher in foreign markets than in their home market; caused by the added cost involved in exporting products from one country to another” (Cateora‚ Gilly‚ and Graham‚ p.543‚ 2013). According to the Global Market the mayor influencers of price setting are labeled under the
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market they are attempting to interact. As stated in the text “Comprehensive decisions must be made regarding key strategic choices‚ such as standardization versus adaption‚ concentration versus dispersion‚ and integration versus independence” (Cateora‚ gilly‚graham 306)‚ this means both sides must have cohesion prior to the decision making process to ensure the products‚ or services‚ offered have a positive reaction to the culture they are attempting to attract. Among other issues faced
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others decide to go international for a many reasons like growth or expansion. Before making the decision to go abroad‚ successful companies benefit from proper planning to help visualize any external and uncontrollable factors that may arise. (Cateora‚ Graham‚ Gilly‚ 2013) Global marketing is the process of adjusting a company ’s marketing strategies to adapt to conditions in other countries. When a company speaks of ‘going global’‚ it really means they are moving internationally‚ outside
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national marketing to accessing the global market. Regardless of their country of origin or their product or service‚ it is becoming increasing critical for companies to look beyond their national boarders in order to maintain their market share (Cateora‚ Gilley‚ & Graham‚ 2013‚ p.10). I believe that even if companies do not currently depend on foreign markets it is critical that they should examine and create new market strategies that access international markets in order to maintain their
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towards "a five-point agenda that includes improving the investment climate; developing a comprehensive WTO strategy; reforming agriculture‚ food processing‚ and small-scale industry; eliminating red tape; and instituting better corporate governance" (Cateora & Graham p. 56‚ 2007). These steps are geared to begin India ’s transformation from a third world nation into a global economic leader. The current marketing environment in India is in transition‚ with both similarities and differences in comparison
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accompanied by the term “global marketing”‚ according to Cateora‚ Gilly and Graham (2013) this can be used to describe the scope of operations and marketing management orientation of companies. As time goes on many other factors will be responsible for the development of global markets‚ some of which include the growing population‚ the current global leaders paving the way for other markets‚ and overall global influence. According to Cateora‚ Gilly and Graham (2013) global orientation can be defined
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