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| acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior. |
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| ideas/practices can be applied everywhere |
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| circumstances dictate how ideas/practices apply |
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| people regard themselves as part of a group |
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| culture in which emotions are not shown |
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| emotions are expressed openly and naturally |
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| large public space shared with others and small private space guarded closely |
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| public and private spaces similar size, public space guarded because shared with private space. |
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| people are accorded status based on how well perform functions |
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| status based on who or what person is. |
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| only one activity at a time; appointments kept strictly, follow plans as laid out (U.S.) |
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| multi-task, appointments are approximate, schedules subordinate to relationships (France, Mexico) |
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| people believe in control of outcomes |
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| people believe in letting things take own course |
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| Ethnocentric predisposition |
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| A nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions. |
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| Polycentric predisposition |
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| A philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates. |
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| Regiocentric predisposition |
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| A philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis. |
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| Geocentric predisposition |
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| A philosophy of management whereby the company tries to integrate a global systems approach to decision making. |
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| The Globalization Imperative |
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| a belief that one worldwide approach to doing business is key to efficiency and effectiveness. |
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Avoid reasoning or logic
Advertising is predominantly emotional, dramatic, symbolic
Spots are viewed as cultural events – art for sake of money – and reviewed as if they were literatures or films |
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Value laughter above all else
Typical broad, self-deprecating British commercial amuses by mocking both advertiser and consumer |
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Want factual and rational advertising
Typical German spot features standard family of two parents, two children, and grandmother |
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| the process of determining an organization’s basic mission and long-term objectives, then implementing a plan of action for pursuing the mission and attaining objectives. |
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| worldwide strategy based on cost leadership, differentiation, and segmentation. |
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| strategy formulation and implementation utilizing strategies that are country-responsive and designed to protect local market niches. |
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| strategic formulation and implementation utilizing strategies of TQM to meet or exceed customers’ expectations and continuously improve products or services. It takes two paths |
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| Administrative Coordination |
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| approach to formulation and implementation is one in which the MNC makes strategic decisions based on the merits of the individual situation. |
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| the process of providing management with accurate forecasts of trends related to external changes in areas where the firm currently is doing business or is considering setting up operations. |
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| provides goods and services in accord with a plan of action. |
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| any type of cooperative relationship among different firms. |
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| International joint venture (IJV) |
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| agreements under which two or more partners from different countries own or control a business. There are two types of alliances and joint ventures |
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| On-site manufacturing operations |
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In response to local governments when sales increase
Need to reduce transportation costs |
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| Common for finance-related businesses or other operations that require onsite presence from start |
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| International Division Structure |
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| Structural arrangement that handles all international operations out of a division created for this purpose |
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| International Div Structure Adv |
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Assures international focus receives top management attention
Unified approach to international operations
Often adopted by firms still in developmental states of international business operations |
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| International Div Structure DisAdv |
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Separates domestic from international managers
May find it difficult to think and act strategically, or to allocate resources on a global basis |
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| Global Structural Arrangements: Global Product Division |
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| Structural arrangement in which domestic divisions are given worldwide responsibility for product groups. |
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Global product divisions operate as profit centers
Helps manage product, technology, customer diversity
Ability to cater to local needs
Marketing, production and finance coordinated on product-by-product global basis |
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Duplication of facilities and staff personnel within divisions
Division manager may pursue currently attractive geographic prospects and neglect others with long-term potential
Division managers may spend too much time tapping local rather than international markets |
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| Transnational Network Structures |
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Multinational structural arrangement combining elements of function, product, geographic design, while relying on network arrangement to link worldwide subsidiaries.
At center of the transnational network structures are nodes, which are units charged with coordinating product, functional, and geographic information
Different product line units and geographic area units have different structures depending on what is best for their particular operation |
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| You have to make sure the product suits the local culture. |
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| You have to make sure you sell in channels that are relevant to the local population |
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| Some things easily affordable in western culture are not in poor cultures. Price/package accordingly |
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That means you want local employees
and local customers to feel close to your brand, and you need to understand how they live. |
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