Look at the world from a different perspective


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Look at the world from a different perspective

  1. 1. Look at the world from a differentperspectiveAPG28 April 2011creating cultural competence
  2. 2. Perceptions:How we perceive others
  3. 3. “Cultural filter ”... Americans:Brazilians said: Japanese said: - always in a hurry - relaxed - serious, reserved - friendly, spontaneous - cautious - reckless - restrained - uninhibited - composed - emotional - methodical - impulsive
  4. 4. Swedes• inflexible• slow decisionmakers• very careful• punctual• stiff• not interested• impolite
  5. 5. Culture Symbols Heroes practices Symboler Rituals Hjältar Ritualer Values
  6. 6. ValuesBroad preferences for one state of affairs overothers to which strong emotions are attached
  7. 7. Most brands are based on valuesTogetherness & Refresh your worldbelonging All about we All about me
  8. 8. WeWe versus Me cultures In the middle Me
  9. 9. The 5-D Model :1 Power distance « PDI »2 Individualism / Collectivism « IDV »3 Masculinity / Femininity « MAS »4 Uncertainty avoidance « UAI »5 Long term orientation « LTO »
  10. 10. Power Distance ”All animals are equalbut some are more equal than others.” George Orwell
  11. 11. Dealing with hierarchy – power distance (PDI)The extent to which the less powerful people in acountry accept and expect that power is distributedunequally
  12. 12. Some examples100 9380 80 686040 40 3120 0 Russia France USA China Sweden Power Distance
  13. 13. Critical IncidentA major Western company conducted a market research. Theycalled the largest distributors in Central and Eastern Europe, andasked for an opinion on their product. The response was positive,it seemed that X was at the right track. Based on the researchresults, new marketing plans were made, but not so much laterthey found out that they had received useless marketinformation.Question: What should the research company havedone to receive reliable information?Key words: respect, credibility
  14. 14. Dealing with relationships (IDV)Looking after yourself or being a part of a group "We" cultures “Me" cultures•opinion of the group •individual opinions•implicit communication •explicit communication•Relationship focused •Task focused
  15. 15. Some examples100 8980 67 7160 4840 3820 0 Brazil India UK Germany Sweden Coll - IDV
  16. 16. Critical IncidentA manager of a Norwegian oil company had as one of his mainresponsibilities to expand the cooperation with a Saudi Arabiancompany. The Norwegian manager was very well aware thatbuilding up a good relationship would be crucial. It took him overa year before he could strike a deal. HQ was very pleased when hefinally was able to do business and gave him a promotion, andsent another colleague to be stationed in Saudi Arabia.Three months later nothing had happened. There was no contactbetween the two companies any longer, the deal was off.Question: what went wrong?Key words: relationship, promotion
  17. 17. What motivates most ? (FEM - MAS)Emphasis on status, achievement and successin life, versus emphasis on the quality of lifeand helping others“soft” cultures “hard” cultures•Lagom is best •successful achiever is best•leveling •status•consensus •confrontation•“independent” cooperation •competition
  18. 18. Some examples80 70 646040 2820 14 50 Holland Chile Italy Poland Sweden FEM - MAS
  19. 19. Critical IncidentAt a meeting of the International Customers Department of aDutch international bank, American and Dutch employeesparticipated. The Dutch wondered why every request comingfrom the USA was labelled “Urgent”. “If everything is urgent, thannothing is urgent”, the Dutch said. The Americans considered theDutch attitude towards their requests sloppy. “In the US,competition among the banks is intense,” they said, and clientseasily switch to another bank if they are not one-hundredpercent satisfied. Of course, you need to set priorities wheneverything is considered urgent. Therefore, three classes ofclients existed: gold card, silver card and other clients.Question: Explain the different perceptions of “urgency”Key words: client relationships, status
  20. 20. Vi vill ha fåmen effektiva regleringar, inte många och luddiga
  21. 21. Uncertainty tolerant – security orienteddealing with uncertaintyeasy difficult• low need for structure • need for structure and rules and rules• risk taking • security• emotions not shown • showing emotions• relaxed • stressful
  22. 22. Some examples100 868060 59 5340 40 2920 0 Uncertainty Finland France India Holland Sweden avoidance
  23. 23. Critical IncidentA sales campaign for a toilet cleaning product was set outfrom Swiss headquarters. The campaign showed both inadvertisements and tv-commercials a man in a suit coveredwith a white coat promoting the product with the use of manydetails and showing how effective the product was forspotless cleaning and hygiene. Sales were good and thesame campaign was set out in many other countries.Unfortunately not with similar results.Question: Why did this campaign appeal to the Swiss butnot to the Dutch, English and Scandinavians?Key words: expertise, detailed information
  24. 24. Short or Long term orientationShort term focus Long term focus•absolute truth •many truths (time, context)•short term orientation •long term orientation•quick results expected •perseverance•spending for today •saving for tomorrow
  25. 25. Some examples120 11810080 65 616040 2920 20 0 Brazil India USA China Sweden Short - Long term
  26. 26. Critical IncidentWhen a government official of China went to Sweden hesaid ‘A’. Back home afterwards everybody told him, howcould you have said ‘A’? Didn’t you realise it was ‘B’? Hethen said, ‘Of course, it’s B.’ When the Swedes found outthey all got very upset and said; ‘Hey, you’re cheating. FirstA and now you say B.’Question: How did the Chinese explain his behaviour? Key words: context, ultimate truth
  27. 27. Some insightsMarkets are people and foreign markets are foreign peopleGlobal markets don’t consist of global consumersSales people from country A don’t necessarilyknow how to sell in country BThere are no global success formulasCollectivistic and PDI+ cultures are taking over
  28. 28. GrowthWorld GDP distribution 16% 21% 6% 51% 51% 12%
  29. 29. Sveavägen 98 (V)113 50 Stockholm, SwedenTel: 08 21 21 15E-mail: gigi@itim.orgwww.itim.orgcreating cultural competence
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