Global Marketing Management: Theoretical Concepts
MKT 425 - Global Marketing Management
Arizona State University
July 5, 2024
Abstract
The paper introduces global marketing as the means of channelling
resources in the world market then examines the theoretical concepts and
extensions on global marketing management. It then discusses the various
kinds of management orientations and their differences in relation to
global marketing. Then it goes ahead to discuss the marketability of long
range radios in developing countries. This addresses the issue on whether
long range radio manufacturer can have a high chance of getting a large
market for his products within developing countries owing to the nature of
the product and the needs of the consumers within these countries.
Finally, it discusses the many aspects of the United States business world
and whether it is appropriate to label the United States as low context
culture.
Introduction
According to Keegan and Green (2002), Global marketing is defined as the
process where a company focuses and strategizes on how to invest its
resources in the world market. This is often faced by certain challenges and
threats which either drives or restrains the processes that are involved.
These challenges are due to the differences in marketing practices that
varies from country to country. Owing to this, the marketers are required
to think globally before making appropriate actions. However, there are
distinctive orientations that underline how international organizations
should be managed. Global marketing presents organizations with certain
advantages such as experience, global strategy and how to utilize
resources economically (Terpstra, 1987).
Difference between ethnocentric, polycentric, regiocentric and
geocentric management orientations
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
Ethnocentric management approaches represent the style that requires
the least degree of change; managers simply transfer the same practices
from their home countries to countries of destinations. Usually, similar
marketing, production and human resource strategies are adopted in any
new branch set up by the respective company. Sometimes this can work
well for a firm if the destination country and the home country have similar
cultures, management values and corporate values. For instance, if a
beauty products manufacturer were selling the same products in India and
the US, management may lose a lot if it chooses to market the product in
the same way as the US. In polycentric the managers are obtained from
target countries. In this strategy, it is assumed that only the locals can fully
understand themselves so they should be in charge. This strategy has been
shown to be very effective because multinationals appear to have that
local touch that makes their target markets relate to them. Nonetheless,
this strategy may backfire if a target country lacks the appropriate
management abilities to handle business (Scheider, 1996). This is especially
common in poor nations. Companies must therefore be wise about where
they choose to apply their styles because the success of the latter two
management approaches depends on the degree of difference or similarity
between a target nation and the country of origin.
In certain circumstances managers may choose to ignore cultural
differences and affirm that any good manager can handle a problem
regardless of where that individual comes from or where the target
country is. The approach is founded on the belief that good managers all
possess the ability to apply logic in situations and therefore can be
successful irrespective of the environments they select. This often works
well in technical or operationally based management positions as the latter
rarely get defined by culture (Keegan & Green, 2002).
The last type of management approach is regiocentric. This combines a few
elements from all the latter mentioned strategies. Here, head office
positions are managed by members from the parent country. Nonetheless,
host countries are granted autonomy over subsidiary and regional decision
making. In such circumstances, locals as well as members of the
headquarters can both contribute towards business strategies in their own
ways. Geocentric involves world orientation and is the same as regiocentric
based on the similarities in the markets. In both marketing opportunities
are followed by extension and adaptation strategies that are used within
the global markets.
Developing countries as markets for long range radios
The long range radio manufacturer will have a high chance of getting a
large market for his products because the nature of the product fits in with
the needs of developing countries. For instance, long range radio needs
minimal operating costs while satellite ones or cell phones tend to be
expensive. Also, the long range radio does not require too much
infrastructure. This is ideal for developing nations that may possess
questionable communication infrastructures. The deployment of the
product is also quite easy hence it can be used even in remote locations. If
one only considers the qualities of the long range radio then one would
definitely encourage this manufacturer to consider developing nations. His
product would offer them the appropriate qualities needed in order to
enrich their lives.
On the other hand, if the manufacturer considers the business
environment then there may be a need to be a bit more cautious. Some
developing nations are bogged down by immense levels of bureaucracy so
it becomes very difficult to start up a business as a foreign exporter.
Furthermore, other governments are known for their involvement in the
affairs of their host nations. Although some developing nations do possess
high populations, most of them may live on less than a dollar a day and
may think of the long range phone as a luxury (Daniels et al., 2004).
At the end of it all, the manufacturer will need to consider his target
markets very carefully. If the chosen countries are growing at a stable rate
then they may be feasible (Kravis et al, 1975). The manufacturer should
also move to these countries only if he is ready to invest in substantial
marketing for his products because cellular communications have already
crowded the market. He would need to demonstrate to his respective
clients that the long range radio can fulfill certain functions that other
competing products may not be able to fulfill.
Whether it is a mistake to label the US a low context culture
Labeling the United States as a low context culture is indeed a mistake
because there are several situations when people can display elements of
a high context culture. For example, a costly gourmet restaurant may be
considered a high context environment because its customers probably
have a long term relationship with management, more informal
communication comes into place and knowledge concerning the
restaurant largely depends on the relationships formed. Therefore, a
person who would want to enter into such a business would need to
display high context characteristics.
Furthermore, several businesses have established relationships with their
suppliers, customers and other stakeholders. Consequently, their
interactions have become personalized. For instance, if a supplier has been
doing a job for a retail seller for over fifteen years then chances are that
communications will be less task-oriented. Additionally, many
businessmen in the US are known for the astute abilities to forge networks
with other businesses and this is an important characteristic of high
context cultures. Lastly, a low context culture is normally one that provides
information easily to the respective individuals affected by it. This means
that external businessmen should be able to fit in easily into such cultures.
However, there are several policies and procedures that can take decades
to learn in the US for instance dietary laws, language expressions and the
like. This subconscious information may make it difficult for foreigners
trying to establish themselves in such a country (Leroy, 2004).
Conclusion
Global marketing management is a success when good planning tools are
incorporated within a company (Keegan & Green, 2002). There are
variables exogenous and endogenous which are involved in the
developmental process of global marketing that also needs to be clearly
understood. There are a number of environmental factors that should be
considered in the planning process and these must have unifying influence
that can enable the marketer to develop standardized plans. The
opportunities to expand to new markets and its success depend majorly on
the organization’s resource base and the type of management it has.
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