social culture

nullCHAPTER 4 - CULTURAL AND SOCIAL FORCESCHAPTER 4 - CULTURAL AND SOCIAL FORCESObjective: to understand the social and cultural forces that shape and affect individual and corporate behavior in the marketplace.Expanding Operations Across BordersExpanding Operations Across Borders Two distinct tasks emerge: p81, 83 (read) to understand cultural differences and the ways they manifest themselves to determine similarities across cultures and exploit them in strategy formulationIntroductionIntroduction“It is not just speaking a common language. It is sharing a culture and understanding friendships in the same way” Juan Villanonga – Former Chairman of TelefonicaRoad MapRoad MapBasic Aspects of Society and Culture Social and Cultural Environments Impact : on Marketing Industrial Products on Marketing Consumer Products Analytical Approaches to Cultural Factors Cross-Cultural Complications and Suggested Solutions Case study: Book Case study I Basic Aspects of Society and Culture I Basic Aspects of Society and Culture 1,Definition (language blunder) 2,High- and Low-Context Cultures (Edward T. Hall) p83 3,Cultural influence 1. on people’s life 2. On Communication and Negotiation 4,The search for cultural universals Culture is: Culture is notCulture is: Culture is notA system of shared meanings Relative Learned Group-orientedRight or wrong Inherited About individual values A. Definition of CultureA. Definition of CultureCulture – Ways of living, built up by a group of human beings, that are transmitted from one generation to another Collection of Values, beliefs, behaviors, customs, and attitudes that distinguish one society from another. Culture is acted out in social institutions Social InstitutionsSocial InstitutionsFamily Education Religion Government Business These institutions function to reinforce cultural normsCultureCulture1 Language Religion Superstitions Etiquette Customs Traditions Values and Attitudes Notion of timeNonverbal languageNonverbal languageDistinctions must be made in five key topics:TimeSpaceMaterial PossessionsFriendship PatternsBusiness AgreementsDominant ReligionsDominant ReligionsChristianityIslamHinduismBuddhismConfucianismnullCultural Influences on Marketing Cultural Influences on Buyer BehaviorCultural Influences on Buyer BehaviorReligion, History, Family, Language, Arts/Entertainment, EducationSymbols, Morals Rules of Behavior, KnowledgeSelecting and Prioritizing Wants for Goods and Services Consumer Cultural Forces Cultural Messages Decision ProcessBehaviorC. The search for cultural universalsC. The search for cultural universalsCultural universal Cultural universals are manifestations of the total way of life of any group of people.( cultural elements) These include elements such as bodily adornment, courtship rituals, etiquette, concept of family, gestures, joking, mealtime customs, music, personal names, status differentiation, and trade customs. Global Consumer CultureCultural UniversalsCultural Universals Implication for marketing to standardize some or all elements of a marketing program The globalization of culture has been capitalized upon by companies that have seized opportunities to find customers around the world. Society, Culture, and Global Consumer CultureSociety, Culture, and Global Consumer CultureGlobal consumer cultures are emerging Persons who share meaningful sets of consumption-related symbols (interconnected) Pop culture; coffee culture; fast-food culture Driving forces Primary the product of an interconnected world Work to benefit global marketersCultural Impact on MarketingCultural Impact on MarketingUniversal aspects of the cultural environment represent opportunities to standardize elements of a marketing program Improved communications have contributed to a convergence of tastes and preferences in a number of product categoriesMarketing’s Impact on CultureMarketing’s Impact on CultureMovement has 70,000 members in 35 countries “Slow food is about the idea that things should not taste the same everywhere.” Task of Global Marketers p82Task of Global Marketers p82Study and understand the country cultures in which they will be doing business Incorporate this understanding into the marketing planning process High- versus Low-Context CulturesHigh- versus Low-Context CulturesHigh-context culture context is at least as important as what is actually said what is not being said can carry more meaning than what is said focuses on group development Japan and Saudi ArabiaLow-context culture most of the information is contained explicitly in words what is said is more important than what is not said focuses on individual development The U.S. is an exampleHigh- and Low-Context CulturesHigh- and Low-Context CulturesHigh Context Information resides in context Emphasis on background, basic values Less emphasis on legal paperwork Focus on personal reputation Saudi Arabia, JapanLow Context Messages are explicit and specific Words carry all information Reliance on legal paperwork Focus on non-personal documentation of credibility Switzerland, US, GermanyHigh- and Low-Context Cultures p87High- and Low-Context Cultures p87nullDo one thing at a time Concentrate on the job Take time commitments (deadlines, schedules) seriously Are low-context and need information Are committed to the job Adhere religiously to plans Are concerned about not disturbing others; follow rules of privacy and consideration Show great respect for private property; seldom borrow or lend Emphasize promptness Are accustomed to short-term relationships Do many things at once. Are highly distractible and subject to interruptions Consider time commitments an objective to be achieved, if possible Are high-context and already have information Are committed to people and human relationships Change plans often and easily Are more concerned with those who are closely related (family, friends, close business associates) than with privacy Borrow and lend things often and easily Base promptness on the relationship Have strong tendency to build lifetime relationships nullE. Communication and Negotiation American cultural ethnocentrism on international negotiations. there are 10 uniquely American tactics that frequently emerge during negotiations. These tactics may be effective with other Americans, but when used with people from other cultural backgrounds, they require modification. The approaches and the corrections required are: null1. "I can go it alone." Americans are typically outnumbered in negotiations. Solution: Greater reliance on teamwork and division of negotiating labor. 2. "Just call me John." Americans place a high value on informality and equality of participants in negotiations. This may conflict with the customs and class structures of foreign cultures. Solution: Respect the customs and class structure of other cultures. Obtain information from self-study and local agents on local attitudes and values.null3. “That‘s Greek to me.” Americans are culturally monolingual仅懂一种语言. Solution: Forget what "everybody says" about how difficult it is to learn a foreign language and accept that you already have a talent for language (assuming that you read, speak, and write English). If you are going to be regularly doing business with a particular country take the time, make the effort, and learn their language. If your contact with a culture is too limited to justify the time and effort required to learn their language, make sure that you select and develop a good working relationship with a competent interpreter.null“Get to the point." Americans are, in comparison to people from other cultures, blunt and impatient. Solution: Understand that people from other cultures need to develop a sense of connection and personal trust in order to feel comfortable about doing business. This takes time. Take time to get to know your negotiating partner.null“Lay your cards on the table.” Americans like to state the case up front, and are not accustomed to “feeling out”试探 prospective partners, Solution: Slow down and recognize the need to ask the same question in different ways. Prepare to spend double the time you think is needed to get the information you desire.II. Cultural Analysis for International MarketingII. Cultural Analysis for International Marketing Maslow’s Hierarchy of Needs (chapter 8 product) Hofstede’s Cultural Typology The Self-Reference Criterion and Perception(SRC) Diffusion Theory(Sociologist Everett Rogers) Environmental sensitivity Self Reference Criterion/SRC p89Self Reference Criterion/SRC p89Self reference criterion is the unconscious reference to one’s own cultural values and is the root of most international business problems. (perceive market needs) Suggestions to reduce cultural bias, eliminate cultural myopia. Lee’s four-step analysis /SRC (designed to avoid culture-bound thinking) p89 Lee’s four-step analysis /SRC (designed to avoid culture-bound thinking) p89Define problem in terms of executive’s home cultural traits, habits, or norms Define the problem in terms of foreign cultural traits, habits, or norms Isolate the personal biases relating to the problem; determine if or how they complicate the problem Redefine problem without the self-reference criterion influence in search for the optimum solutionOvercoming the SRC p90Overcoming the SRC p90Self-Reference Criterion occurs when a person’s values and beliefs intrude闯入 on the assessment of a foreign culture (Euro Disney case) Must be aware of SRC’s Enhances management’s willingness to conduct market research Ensures that research design has minimal home-country bias Increases management’s receptiveness to findingsHofstede’s Cultural Typology Re.p85Hofstede’s Cultural Typology Re.p85Small vs. Large Power Distance权利差距 Individualism 个人主义/ Collectivism集体主义 Masculinity男权主义 vs. Feminine女权主义 Weak vs. Strong Uncertainty Avoidance 不确定性回避(western pattern: search for truth ambiguity, implicit or definitude, explicit) Long-term vs. Short-term Orientation (Asian pattern: search for virtue: )null权威指数（Power Distance index），该指数侧重于衡量这个国家或社会人与人之间的平等程度，具体现在威权和弱权上： 威权/集权社会（High Power Distance） 核心价值：尊崇地位 核心区别：强权/依附 关键元素: 集权   弱/微权社会（Low Power Distance） 核心价值：人人平等 核心区别：是否对某事/某人负责 关键元素: 分权Extreme of Power OrientationExtreme of Power Orientationnull就是个人身份的认同（Identity）：就是这个社会对人际关系当众对个体和集体的侧重程度。具体表现在个人主义和集体主义观念的差别上： 个人主义（IDV）： 核心价值：个体独立和自由 核心区别：自我/他人 关键元素: 在交流中强调观点鲜明 集体主义（CLT） 核心价值：团队的和谐 核心区别：融入/脱离团体 关键元素: 关系比任务更加重要Extreme of Social OrientationExtreme of Social Orientationnull性别角色权利（Gender role），侧重于社会里面性别角色在事业、控制和权利方面的程度，具体表现在男权和女权上： 男权主义（Masculinity） 核心价值：好胜 核心区别：男人/女人 关键元素: 获取物质财富成功是主导价值 女权主义（Femininity） 核心价值：关爱他人 核心区别：关爱/被关爱 关键元素: 关爱弱者和积蓄是主导价值null不确定性指数，该指数侧重于区分该社会对于含蓄和不确定性因素的接受和容忍程度，分为明确和不明确，不确定性指数越低说明说明越明确，说明国家不容忍不确定性，通过明确立法、规范从而减少风险，反之说明这个社会容忍暧昧、含蓄，制度的空间伸缩性很大。 低不确定性/排斥（Uncertainty Avoidance） 核心价值：明确 核心区别：对/错 关键元素: 存在偏差是危险的   不明确/兼容（Uncertainty Tolerance） 核心价值：摸索、探寻 核心区别：是否紧急或是否要紧 关键元素: 差异带来好奇null对时间的态度，侧重于区分该社会对于目标的长期投入或短期投入，具体表现在长远和短期规划上面： 长远规划（Long-Term Orientation） 核心价值：长远利益 核心区别：服务于目标/不投入 关键元素: 节俭和储蓄是良好的价值观 短期规划（Short-Term Orientation） 核心价值：爱面子 核心区别：正确与否 关键元素: 期望马上获得短期成效Diffusion Theory p91Diffusion Theory p91The Adoption Process Characteristics of innovations, and Adopter categoriesThe Adoption ProcessThe Adoption ProcessThe mental stages through which an individual passes from the time of his or her first knowledge of an innovation to the time of product adoption or purchase Awareness Interest Evaluation Trial Adoption 5.. Diffusion Theory (Sociologist Everett Rogers)5.. Diffusion Theory (Sociologist Everett Rogers)The adoption process Awareness impersonal sources Interest research activities Evaluation Trial Adoption Personal sources of information Sales representatives Word of mouthMajor persuasive forcesCharacteristics of Innovations p92Characteristics of Innovations p92Innovation is something new, five factors that affect the rate at which innovations are adopted include Relative advantage相对优势 Compatibility兼容性 Complexity复杂性 Divisibility可分性 Communicability可传播性Categories of Adopters Categories of Adopters Classifications of individuals within a market on the basis of their innovativeness. Five categories Innovators领先采用者 Early Adopters早期采用者 Early majority早期多数采用者 Late majority晚期多数采用者 Laggards滞后采用者 Reasons for normal distribution of adopter categories Implications for the marketing managerCategories of AdoptersCategories of AdoptersnullTada and Jain’s research has important marketing implications Faster rates of diffusion would be found in Asia than in the U.S Adoption would proceed more quickly in markets where innovations were introduced relatively late.Environmental SensitivityEnvironmental SensitivitynullImplication for marketing A useful approach to determine whether products must be adapted to the needs of various markets, and to what degree. The greater the environmental sensitivity, the greater the need for product adaptation. Social and Cultural Environments: Impact on Marketing Industrial Products Social and Cultural Environments: Impact on Marketing Industrial Products Low levels of environmental sensitivity p95 Computer chips High levels of environmental sensitivity Turbine涡轮 generators ( variations in country voltage requirements require some adaptation) Social and Cultural Environment: Impacts on marketing Consumer Products Social and Cultural Environment: Impacts on marketing Consumer ProductsConsumer products are more sensitive to cultural difference. Culture is a driving force Culture is a restraining force Culture is a restraint that may be overcome. The penetration of the U.S. beverage market by bottled water producers.Elements of CultureElements of CultureLanguage (verbal and nonverbal)ReligionValues and AttitudesMaterial ElementsManners and CustomsAestheticsEducationSocial InstitutionsCross-Cultural Complications and Suggested SolutionsCross-Cultural Complications and Suggested SolutionsAcquiring International ExperienceAcquiring International ExperienceManager’s ranking of factors involved in acquiring international expertiseFactor Assignments overseas Business travel Training programs Non-business travel Reading Graduate courses Precareer activities Undergraduate coursesConsidered Critical 85% 83 28 28 22 13 9 1 Considered Important 9% 17 57 54 72 52 50 48mapTraining in cross-cultural competency Training in cross-cultural competency Cross-Cultural TrainingCross-Cultural TrainingCultural training programs should include: culture-specific information general cultural information on values, practices, and assumptions self-specific information that identifies one’s own cultural paradigmCross-Cultural Training (cont.)Cross-Cultural Training (cont.)Additional forms of training include: mentoring area studies programs cultural assimilator programs, in which trainees must respond to scenarios of specific situations in a particular country sensitivity training field experienceTips for Making Culture Work for Business SuccessTips for Making Culture Work for Business SuccessEmbrace local culture Build relationships Employ locals to gain cultural knowledge Help employees understand you Adapt products and practices to local markets Coordinate by regionCultural Analysis for International Marketing (Continued)Cultural Analysis for International Marketing (Continued)Ten Tips to Deflate the Stress and Tension of Cultural Shock* Be Culturally Prepared Learn Local Communication Complexities Mix with the Host and Nationals Be Creative and Experimental Be Culturally Sensitive continued on next slide . . . *Source of this entire list: Philip R. Harris and Robert T. Moran: Managing Cultural Differences, 2nd ed. (Houston: Gulf, 1987) pp. 212-215.Cultural Analysis for International Marketing (Continued)Cultural Analysis for International Marketing (Continued)Ten Tips to Deflate the Stress and Tension of Cultural Shock (Continued) Recognize Complexities in Host Cultures Perceive Oneself as a Culture Bearer Be Patient, Understanding, and Accepting of Oneself and Hosts Be More Realistic in Expectations Accept the Challenge of Intercultural Experiences