America Chamber of Commerce (HK)
•
0 likes•465 views
This document summarizes a book on lessons for communicating and working with Chinese business culture from a Western perspective. It outlines some common misconceptions Westerners have, such as thinking Chinese business works the same as Western business. The book is based on surveys and interviews with Western executives working in China. It identifies themes to focus on like communication, culture, and misunderstandings. It provides heuristics or takeaways for Westerners working in China, such as maintaining accountability, preparing extensively, and focusing on values and ethics rather than assumptions.
Report
Share
Report
Share
Download to read offline
Recommended
Book Launch - Shenzhen, China
This document summarizes a study on integrating Western business philosophy with Chinese culture. It discusses research methodology including surveys and interviews with Western executives in China. Key topics covered are communication, culture, and misunderstandings between the two. Lessons learned include not making assumptions, focusing on relationships and mutual understanding over contracts, and the importance of studying Chinese culture and history to strengthen communication and avoid misunderstandings. The document concludes by providing some takeaways for foreigners working in China.
2011 Trends in the Business Partnership between the U.S. and China
On August 5th, 2011, Douglas presented at Columbia Business School, discussing current trends in the evolving business partnership between the U.S. and China. These trends, both positive and negative, are contributing to the global expansion of Chinese firms and brands, and credibiltity concerns between the U.S. and China. Additionally, the recent frauds and delistings of US-listed Chinese firms has increased the accountability and trust concerns between US investors and Chinese firms.
Demotivators in intercultural companies (english version)
The presentation will be useful to those who is working with foreign colleagues, whose cultural roots can be with a certain degree of conditionality classified to the "western" or "eastern" cultures.This document describes the problem sources generated by the cross-cultural differences, as well as recommendations to improve the situation from the point of view of "eastern" culture bearers.
Intercultural Trainings and Competency Management
This document discusses various aspects of intercultural management, including:
- Differences between direct and indirect communication styles across cultures.
- Differences between individualist and collectivist cultures.
- Challenges that can arise from differences in concepts of time, work-life balance, and relationship vs. subject-focused communication.
- Risk tolerance vs. caution orientation and emotional vs. reason-oriented cultures.
- Advantages and disadvantages of multicultural teams and how to build effective multicultural communication.
- Key aspects of expatriation, repatriation, and intercultural training programs.
Beijing 2008 - CAWS Conference - Lean Logistics
Doug discusses lean logistics, and presents models to attendees at the CAWS conference (China Association of Warehousing and Storage). Attendees include state-owned warehousing, logistics, and 3PL providers throughout China.
ACE presentation for MWACE webinar update June 16th
This document summarizes a presentation about meeting the career needs of international students. It discusses barriers international students face in utilizing career centers, such as perceptions, timing of information, and physical location. It also addresses how cultural preferences around communication and language skills can impact students' job searches. Suggestions are provided to help students understand US workplace culture, such as sharing key beliefs, social attitudes, networking etiquette. Working with other campus offices that support international students is also recommended.
Chinese market
Overview of China, recommendations how to do business in China, aspects of business culture and negotiations
Manish g badlani(130210125002)
The document discusses cross-cultural communication and differences in communication styles across cultures. It provides examples of how communication may differ in Japanese and American cultures. Specifically, it notes that Japanese communication tends to be more indirect, focus on relationships, and avoid confrontation, while American communication is more direct, task-focused, and accepts confrontation. It also discusses high context vs low context cultures, and how cultures like Japan and China are more high context and rely heavier on context and nonverbal cues, while cultures like the US are more low context and explicit. Finally, it provides tips for effective intercultural communication, noting the importance of cultural awareness, flexibility, and sensitivity.
Recommended
Book Launch - Shenzhen, China
This document summarizes a study on integrating Western business philosophy with Chinese culture. It discusses research methodology including surveys and interviews with Western executives in China. Key topics covered are communication, culture, and misunderstandings between the two. Lessons learned include not making assumptions, focusing on relationships and mutual understanding over contracts, and the importance of studying Chinese culture and history to strengthen communication and avoid misunderstandings. The document concludes by providing some takeaways for foreigners working in China.
2011 Trends in the Business Partnership between the U.S. and China
On August 5th, 2011, Douglas presented at Columbia Business School, discussing current trends in the evolving business partnership between the U.S. and China. These trends, both positive and negative, are contributing to the global expansion of Chinese firms and brands, and credibiltity concerns between the U.S. and China. Additionally, the recent frauds and delistings of US-listed Chinese firms has increased the accountability and trust concerns between US investors and Chinese firms.
Demotivators in intercultural companies (english version)
The presentation will be useful to those who is working with foreign colleagues, whose cultural roots can be with a certain degree of conditionality classified to the "western" or "eastern" cultures.This document describes the problem sources generated by the cross-cultural differences, as well as recommendations to improve the situation from the point of view of "eastern" culture bearers.
Intercultural Trainings and Competency Management
This document discusses various aspects of intercultural management, including:
- Differences between direct and indirect communication styles across cultures.
- Differences between individualist and collectivist cultures.
- Challenges that can arise from differences in concepts of time, work-life balance, and relationship vs. subject-focused communication.
- Risk tolerance vs. caution orientation and emotional vs. reason-oriented cultures.
- Advantages and disadvantages of multicultural teams and how to build effective multicultural communication.
- Key aspects of expatriation, repatriation, and intercultural training programs.
Beijing 2008 - CAWS Conference - Lean Logistics
Doug discusses lean logistics, and presents models to attendees at the CAWS conference (China Association of Warehousing and Storage). Attendees include state-owned warehousing, logistics, and 3PL providers throughout China.
ACE presentation for MWACE webinar update June 16th
This document summarizes a presentation about meeting the career needs of international students. It discusses barriers international students face in utilizing career centers, such as perceptions, timing of information, and physical location. It also addresses how cultural preferences around communication and language skills can impact students' job searches. Suggestions are provided to help students understand US workplace culture, such as sharing key beliefs, social attitudes, networking etiquette. Working with other campus offices that support international students is also recommended.
Chinese market
Overview of China, recommendations how to do business in China, aspects of business culture and negotiations
Manish g badlani(130210125002)
The document discusses cross-cultural communication and differences in communication styles across cultures. It provides examples of how communication may differ in Japanese and American cultures. Specifically, it notes that Japanese communication tends to be more indirect, focus on relationships, and avoid confrontation, while American communication is more direct, task-focused, and accepts confrontation. It also discusses high context vs low context cultures, and how cultures like Japan and China are more high context and rely heavier on context and nonverbal cues, while cultures like the US are more low context and explicit. Finally, it provides tips for effective intercultural communication, noting the importance of cultural awareness, flexibility, and sensitivity.
Tools of Ethnographic Analysis in Service Design
This document discusses tools and methods for ethnographic analysis to generate insights. It outlines different fields that contribute to insights like big data, behavioral economics, and the human sciences. Ethnography is described as a way to study the "cultural why" behind human rationalities. The document then discusses the author's background in social sciences, business, and design. It provides examples of companies and projects the author has worked with. Finally, it outlines concepts from social sciences like roles, fields, capital, and networks that can be analyzed to craft meaningful insights.
2008 Rms Cross Cultural Management
This document summarizes the content of an international management program focusing on cross-cultural management. The program covers topics such as cultural diversity, cross-cultural communication skills, working in multicultural teams, and 21st century leadership models. Case studies are used to illustrate differences in work behaviors and cultural values between countries. The goal is to help participants better understand and manage cultural diversity in global business contexts.
2008 Rms Cross Cultural Management
This document summarizes the content of an international management program focusing on cross-cultural management. The program covers topics such as cultural diversity, cross-cultural communication, work behavior in different cultures, multicultural teams, and 21st century leadership models. It discusses cultural values and their influence on business practices in various countries. Case studies are used to illustrate challenges and solutions in cross-cultural integration and post-merger management.
Lecture at Shenzhen University Business School
Doug discusses the challenges of cross-cultural business exchanges in China, highlighting communication gaps and methods to overcome cultural and language barriers.
Dialogues house hk not easy asia handouts
The document discusses a study conducted by Asia Business Culture (ABC), a collaboration between three companies, on cultural collaboration between Dutch and Hong Kong Chinese cultures.
The study aims to understand how the two cultures work together in Hong Kong by investigating individuals' experiences and perceptions of their own and each other's cultures. It identifies that cultural differences are often overlooked at both the individual and corporate levels.
Most preparation for international assignments is insufficient, leaving individuals to rely on informal coping strategies like online research, observation, and trial and error. However, these methods can spread stereotypes and lead to mistakes. The study aims to provide insights into improving cultural collaboration between the Dutch and Hong Kong Chinese.
Ccdm ppt 2011
This document provides an overview of the Cross Cultural & Diversity Management course at Fore School of Management. The course aims to enhance knowledge of cross-cultural issues and sensitivity working in culturally diverse situations. Key topics covered include culture and its dimensions, cultural diversity priorities, Hofstede's cultural dimensions model, ethics and social responsibility, and managing across cultures. Evaluation includes assignments, projects, discussions, and assessments. Ground rules are also outlined.
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...Ryerson Student Affairs
Cultural Adaptation Education: Beyond eye contact and the handshake...
by Paulina Nozka
Addressing the needs of Ryerson University’s culturally diverse student population, originating from 146 countries, the Career Centre has developed a workshop to increase students’ awareness of the multiple facets of Canada’s work culture. The aim of this innovative workshop, based on the research of Geert Hofstede, is to provide students with a deeper understanding of how to excel and progress in the Canadian workplace.Ccdmppt2011 110306150542-phpapp01
This document outlines the syllabus for a course on cross-cultural and diversity management. It includes sections on the objectives of understanding cross-cultural issues in organizations, the session plan and topics to be covered such as culture dimensions, ethics, and managing across cultures. Evaluation methods are explained involving group work, projects, discussions and assessments. Ground rules for classes are established. The document provides details on course content including the nature of culture, cultural diversity, Hofstede's cultural dimensions, cultural priorities and managing people from different cultures.
"Navigating complex work environment". Nov 2019.
This document discusses navigating complex work environments. It outlines that the discussion will focus on understanding the early career researcher (ECR) population at Okinawa Institute of Science and Technology (OIST) and available support services. Key challenges for working in a Japanese institution will be explored. Strategies and tools to overcome challenges, as well as recent trends in time management, will be identified. Cultural differences between Spain and Japan in areas like competitiveness, long-term orientation, and conflict resolution will also be examined to facilitate understanding between diverse workplace cultures.
Unit I Organisational Behaviour
The document defines an organization as a collection of people working together to achieve a common purpose. It discusses the functions of management including planning, organizing, leading, and controlling. It also discusses the nature of managerial work, the management process, and various managerial roles and skills needed at different levels including technical, human, and conceptual skills.
Shanghai 24 Oct 2012 Presentation Me Harmsen (1)
The document discusses progress on government policies and CSR in China, and the influence of academics. It notes China's 12th five-year plan focuses on sustainability, and the role of large state-owned enterprises and increasing legislation. Western and Chinese approaches to problem solving and culture are compared. CSR implementation in China works through aligning with Chinese ideals of harmony, and educational institutions now offer CSR programs. Trends include industry-specific CSR guidelines, debates between industry associations, and Chinese internet acting as watchdog. Micro-level solutions emphasize learning by doing, rewarding suppliers, and using balanced Chinese thinking.
Cultural diversity and education
This document discusses cultural diversity and its opportunities and challenges for education. It begins by noting that the modern economy values free thinking, fast changes, uncertainty, and diversity rather than standard mass production. Culture has a powerful influence on socioeconomic development. The document then examines key aspects of culture, including values of survival vs self-expression and Hofstede's five societal problems related to individualism-collectivism, power distance, masculinity-femininity, uncertainty avoidance, and long-term vs short-term orientation. It provides tips for leadership and communication based on where a culture falls on these spectrums. The conclusion emphasizes that universities must reflect diverse world in preparing students to work globally.
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290
Global Engineering Professional Seminar
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Lecture-1
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Globalization the process by which
businesses or other organizations
develop international influence or
start operating on an international
scale.
Cultures
• Culture is the dominant set of behaviors, values,
beliefs, and thinking patterns we learn as we grow and
develop in our social groups.
In all but one of the following countries it is expected that
you bring a gift to a business meeting. In which country is it
not expected?
A. China B. Czech Republic
C. Japan D. Denmark
The correct answer is D. Denmark
Which of the following is associated with dead and should
not be given as a gift in the Chinese culture?
A. Clocks B. Straw sandals
C. Handkerchief D. Crane
The answer is - All of the above!
Typical Dimensions of Culture
Tree Model of CULTURE
Surface Culture
Deep Culture
Language
Dress
Art & Music
Food
Gestures Formality
Gender Roles
Religion
Holidays
Personal Space
Communication & Learning Styles
Time
Methods of Decision Making
Relationships
Attitudes
Work Ethic
Negotiating Styles
Values
Cultural Differences
Some main indicators of cultural differences are:
•Behavioral patterns: appearance vs. reality
•Non-verbal behavior: Gestures, signs, mimics
•Distance behavior: personal space vs. closeness
Behavioral Pattern
•If we don’t know anything about other cultures, we
tend to use stereotypes as our knowledge base –
Is this a right approach?
•What are stereotypes?
•Negative labeling of a certain group or culture
based on the actions and/or appearances of a
few individuals.
Non-Verbal Behavior
• Understood as the process of communication through
sending and receiving wordless messages.
• Language is not the only source of communication;
there are other means, including:
• Gestures and touch
• Body language or posture, facial expression and eye contact
• Object communication such as clothing, hairstyles or even
architecture and symbols
• Problems and conflicts can occur when expressing
gestures or facial expressions in other cultures –
messages can often be misinterpreted.
Distance Behavior
• The right personal distance when conducting business
shows respect and acceptance.
• Too much distance gives the impression of dislike and
discomfort.
• Too little will make the person draw back.
Diversity & Inclusion
Diversity refers to differences (such as age, gender,
ethnicity physical appearance, thought styles, religion,
nationality, socio-economic status, belief systems etc.)
Inclusion refers to the creation of opportunities and the
elimination of barriers that allow all people to
participate in and contribute to ideation, planning,
projects, programs, processes, teams, organizations,
social activities, fun or any other opportunity that hel.
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290
Global Engineering Professional Seminar
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Lecture-1
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Globalization the process by which
businesses or other organizations
develop international influence or
start operating on an international
scale.
Cultures
• Culture is the dominant set of behaviors, values,
beliefs, and thinking patterns we learn as we grow and
develop in our social groups.
In all but one of the following countries it is expected that
you bring a gift to a business meeting. In which country is it
not expected?
A. China B. Czech Republic
C. Japan D. Denmark
The correct answer is D. Denmark
Which of the following is associated with dead and should
not be given as a gift in the Chinese culture?
A. Clocks B. Straw sandals
C. Handkerchief D. Crane
The answer is - All of the above!
Typical Dimensions of Culture
Tree Model of CULTURE
Surface Culture
Deep Culture
Language
Dress
Art & Music
Food
Gestures Formality
Gender Roles
Religion
Holidays
Personal Space
Communication & Learning Styles
Time
Methods of Decision Making
Relationships
Attitudes
Work Ethic
Negotiating Styles
Values
Cultural Differences
Some main indicators of cultural differences are:
•Behavioral patterns: appearance vs. reality
•Non-verbal behavior: Gestures, signs, mimics
•Distance behavior: personal space vs. closeness
Behavioral Pattern
•If we don’t know anything about other cultures, we
tend to use stereotypes as our knowledge base –
Is this a right approach?
•What are stereotypes?
•Negative labeling of a certain group or culture
based on the actions and/or appearances of a
few individuals.
Non-Verbal Behavior
• Understood as the process of communication through
sending and receiving wordless messages.
• Language is not the only source of communication;
there are other means, including:
• Gestures and touch
• Body language or posture, facial expression and eye contact
• Object communication such as clothing, hairstyles or even
architecture and symbols
• Problems and conflicts can occur when expressing
gestures or facial expressions in other cultures –
messages can often be misinterpreted.
Distance Behavior
• The right personal distance when conducting business
shows respect and acceptance.
• Too much distance gives the impression of dislike and
discomfort.
• Too little will make the person draw back.
Diversity & Inclusion
Diversity refers to differences (such as age, gender,
ethnicity physical appearance, thought styles, religion,
nationality, socio-economic status, belief systems etc.)
Inclusion refers to the creation of opportunities and the
elimination of barriers that allow all people to
participate in and contribute to ideation, planning,
projects, programs, processes, teams, organizations,
social activities, fun or any other opportunity that hel.
Slide 2, Week 1-2; chapter01 natureofinterculturalcommunication.pdf
The document discusses key concepts in intercultural business communication including globalization, culture, stereotypes, enculturation, ethnocentrism, communication barriers, and multinational management orientations. It provides examples of cultural differences that can lead to miscommunication and defines important terms. The document also examines dimensions of culture, perceptions, norms, roles, acculturation, cultural intelligence, and mindsets that influence intercultural interactions.
Interpersonal & Small Group Lecture #3 Conflict, Techno.docx
Interpersonal & Small Group
Lecture #3
Conflict, Technology & Family
Comm
Ch. 8, 9, 12
Conflict Management Skills
Any relationship of any depth has conflict
(read that line again so that you’ll
remember it!)
Myths about Conflict
• Conflict is a sign of a poor relationship
• Conflict can be avoided
• Conflict always occurs because of
misunderstandings
• Conflict can always be resolved
We have conflict because the relationship is
important to us!
Conflict Management Styles
• Avoidance
• Accommodation
• Competition
• Compromise
• Collaboration
Getting Better At It
• Manage Your Emotions
• Manage Information
• Be Empathetic
• Manage Goals
• Manage the Problem
No, this isn’t therapy!
Conflict- Like the other elements in Interpersonal
Communication can be worked at…
By taking conflict seriously, and being aware of
what we are doing and saying during times of
conflict we can become more effective at
communicating what we really want out of our
relationships
Ch. 9- Interpersonal Relationships
• Defined as – perception shared by 2 people of an
ongoing connection that results in the
development of relational expectations and
varies in interpersonal intimacy.
4 Elements
• Shared Perception
• Ongoing Connection
• Relational Expectations
• Interpersonal Intimacy
Shared Perception
• Both parties perceive the ongoing relationship
“so we’re an item right?”
Ongoing Connection
• Relationship is an ever changing process
…think of all the ways your relationships shift and
change…as the individuals involved shift and
change personally….
Relational Expectations
• Expectations set based on patterns in your
relationship
“My wife always makes the plans…”
Interpersonal Intimacy
• Degree to which relational partners mutually
accept and confirm each others sense of self
How do relationships happen?
1. Relationships of circumstance
• Our lives overlap with others in some way
-family
-co-workers
-neighbors
2. Relationships of Choice
• The relationships we select to initiate, maintain,
and even terminate
Ch 12
• Family
• Technology
• Relationships at work
Family
• The definition of family has developed with our
ever changing culture
Who makes up YOUR family?
Improving Family Communication
• Talk about relationships and feelings
• Listen
• Support and Encourage
• Manage your conflict
…easier said than done right???
Technology
• How do you use technology these days?
-on line dating
-texting
-social networking
…and the list goes on…
Our group discussion will focus on
technology and how it impacts our
interpersonal communication
Relationships at Work
• Upward Communication
• Downward Communication
• Horizontal Communication
• Outward Communication
Upward Communication
• Communication that flows from subo.
Cross Cultural Communication
Cross Cultural Communication with reference to India, Netherlands and New Zealand.
What is culture ?
I
ceberg Theory Of Culture
Cross Culture Communication
Organizational Culture
Brief Introduction of Countries
India, Netherlands and New Zealand
Fundamental Dimensions of Culture
Trompenaars’ and Hampden-Turner’s 7 dimensions of culture
Etiquette and Customs
India
Netherlands
New Zealand
Business Etiquette and Protocol
India
Netherlands
New Zealand
Business Ethics - Week 1 Introducation
This document provides an overview of the MGX5020: Business ethics in a global environment course for week 1. It introduces the tutor, Nathan Eva, and outlines the assignments which include guided reading activities and a group research paper. It also summarizes the content of the first lecture which covered law, values, ethics in business contexts and involved group activities to discuss ethical concepts.
IAEVG 2014 Multicultural Work Life Realities
This document summarizes a workshop aimed at helping international graduates adjust to the Canadian workplace. The workshop covered defining culture and comparing Canadian culture to other countries using Hofstede's cultural dimensions. It also addressed adapting to culture shock, Canadian workplace expectations, and transitioning from school to work. Evaluation results showed participants felt more prepared to assess workplace culture and manage their careers after attending. Next steps included following up with participants and expanding the workshop's reach.
CULTURE SCAN FOR CROSSCULTURAL MANAGEMENT© M.E. Phillips,.docx
CULTURE SCAN FOR CROSSCULTURAL MANAGEMENT
© M.E. Phillips, Ph.D., Pepperdine University, N.A. Boyacigiller, Ph.D., San José State University, & G.L. Rossy, California State University Northridge, 2002
FREE WILL
• Control
Can environment be controlled?
Is behavior controlled by self, social norms,
rules, or by whims of others?
Is harmony important?
Can circumstances change? how?
• Uncertainty avoidance
How much do people strive to limit
uncertainty in their lives?
How important are rules and procedures?
Control
● Technical domination
● Based on standards; state of art knowledge
● In harmony with other “life forms”
Change
● Does occur, but can be studied & understood
● Can learn
Low Uncertainty Avoidance
● Uncertainty is recognized
● Change scares individuals
● Trust and morality are key
Control
● Harmony with surrounding environment very
important
High Uncertainty Avoidance
● Each person has a rightful and protected place in
the social order, that the actions of authorities
should not be challenged or questioned, that
hierarchy and inequality are appropriate and
beneficial.
SOURCES OF TRUTH
• Origins of truth
Where do people go for directions/answers?
Who do they go to?
• Universalism
What can be questioned and what can’t?
Are rules situationspecific or generally
applied?
Is context important when judging
right/wrong?
Origins of Truth
● Experts for truth
● Investigative culture
● Information is freely available
Universalism
● Everything can be questioned
● Common law puts emphasis into situationspecific
rules
● (Context in judging right/wrong?)
Universalism
● Willing to follow office regulation and work
guidelines made by the owner.
● Employees do not want to challenge their senior
workers or supervisors and just want to obey the
decisions or orders their superiors make; order of
rank is strongly anchored.
TIME
• Is attention paid to
past? present? future?
Which is most important?
• Do people do
many things at once?
one thing at a time?
● Time is money
● Past is in the past, live in the present, must seize
the future
● Monochronic society (1 thing at a time)
● Hate wasting time
● Protecting freedom is a priority
● Individuals are prompt and frown upon tardiness
● Worried about the future.
● High levels of anxiety and are highly resistant to
change develop many rules to control social
behaviors.
● Time is fluid.
● Punctuality is important, but allow 30 minutes of
leeway.
• How are priorities set?
• What is considered “prompt”?
● Respect for others’ busy schedules.
● Monochronic society (1 thing at a time).
HUMAN NATURE
• Are others viewed as individuals or as
members of a homogeneous group?
• What are expectations about other people?
are they positive? Can “good” people
change?
are they negative? Can “bad” people
change?
• How are strangers treated?
● Individuals are seen as part of the whole
group/melting pot
.
Understanding User Needs and Satisfying Them
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdf
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
More Related Content
Similar to America Chamber of Commerce (HK)
Tools of Ethnographic Analysis in Service Design
This document discusses tools and methods for ethnographic analysis to generate insights. It outlines different fields that contribute to insights like big data, behavioral economics, and the human sciences. Ethnography is described as a way to study the "cultural why" behind human rationalities. The document then discusses the author's background in social sciences, business, and design. It provides examples of companies and projects the author has worked with. Finally, it outlines concepts from social sciences like roles, fields, capital, and networks that can be analyzed to craft meaningful insights.
2008 Rms Cross Cultural Management
This document summarizes the content of an international management program focusing on cross-cultural management. The program covers topics such as cultural diversity, cross-cultural communication skills, working in multicultural teams, and 21st century leadership models. Case studies are used to illustrate differences in work behaviors and cultural values between countries. The goal is to help participants better understand and manage cultural diversity in global business contexts.
2008 Rms Cross Cultural Management
This document summarizes the content of an international management program focusing on cross-cultural management. The program covers topics such as cultural diversity, cross-cultural communication, work behavior in different cultures, multicultural teams, and 21st century leadership models. It discusses cultural values and their influence on business practices in various countries. Case studies are used to illustrate challenges and solutions in cross-cultural integration and post-merger management.
Lecture at Shenzhen University Business School
Doug discusses the challenges of cross-cultural business exchanges in China, highlighting communication gaps and methods to overcome cultural and language barriers.
Dialogues house hk not easy asia handouts
The document discusses a study conducted by Asia Business Culture (ABC), a collaboration between three companies, on cultural collaboration between Dutch and Hong Kong Chinese cultures.
The study aims to understand how the two cultures work together in Hong Kong by investigating individuals' experiences and perceptions of their own and each other's cultures. It identifies that cultural differences are often overlooked at both the individual and corporate levels.
Most preparation for international assignments is insufficient, leaving individuals to rely on informal coping strategies like online research, observation, and trial and error. However, these methods can spread stereotypes and lead to mistakes. The study aims to provide insights into improving cultural collaboration between the Dutch and Hong Kong Chinese.
Ccdm ppt 2011
This document provides an overview of the Cross Cultural & Diversity Management course at Fore School of Management. The course aims to enhance knowledge of cross-cultural issues and sensitivity working in culturally diverse situations. Key topics covered include culture and its dimensions, cultural diversity priorities, Hofstede's cultural dimensions model, ethics and social responsibility, and managing across cultures. Evaluation includes assignments, projects, discussions, and assessments. Ground rules are also outlined.
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...Ryerson Student Affairs
Cultural Adaptation Education: Beyond eye contact and the handshake...
by Paulina Nozka
Addressing the needs of Ryerson University’s culturally diverse student population, originating from 146 countries, the Career Centre has developed a workshop to increase students’ awareness of the multiple facets of Canada’s work culture. The aim of this innovative workshop, based on the research of Geert Hofstede, is to provide students with a deeper understanding of how to excel and progress in the Canadian workplace.Ccdmppt2011 110306150542-phpapp01
This document outlines the syllabus for a course on cross-cultural and diversity management. It includes sections on the objectives of understanding cross-cultural issues in organizations, the session plan and topics to be covered such as culture dimensions, ethics, and managing across cultures. Evaluation methods are explained involving group work, projects, discussions and assessments. Ground rules for classes are established. The document provides details on course content including the nature of culture, cultural diversity, Hofstede's cultural dimensions, cultural priorities and managing people from different cultures.
"Navigating complex work environment". Nov 2019.
This document discusses navigating complex work environments. It outlines that the discussion will focus on understanding the early career researcher (ECR) population at Okinawa Institute of Science and Technology (OIST) and available support services. Key challenges for working in a Japanese institution will be explored. Strategies and tools to overcome challenges, as well as recent trends in time management, will be identified. Cultural differences between Spain and Japan in areas like competitiveness, long-term orientation, and conflict resolution will also be examined to facilitate understanding between diverse workplace cultures.
Unit I Organisational Behaviour
The document defines an organization as a collection of people working together to achieve a common purpose. It discusses the functions of management including planning, organizing, leading, and controlling. It also discusses the nature of managerial work, the management process, and various managerial roles and skills needed at different levels including technical, human, and conceptual skills.
Shanghai 24 Oct 2012 Presentation Me Harmsen (1)
The document discusses progress on government policies and CSR in China, and the influence of academics. It notes China's 12th five-year plan focuses on sustainability, and the role of large state-owned enterprises and increasing legislation. Western and Chinese approaches to problem solving and culture are compared. CSR implementation in China works through aligning with Chinese ideals of harmony, and educational institutions now offer CSR programs. Trends include industry-specific CSR guidelines, debates between industry associations, and Chinese internet acting as watchdog. Micro-level solutions emphasize learning by doing, rewarding suppliers, and using balanced Chinese thinking.
Cultural diversity and education
This document discusses cultural diversity and its opportunities and challenges for education. It begins by noting that the modern economy values free thinking, fast changes, uncertainty, and diversity rather than standard mass production. Culture has a powerful influence on socioeconomic development. The document then examines key aspects of culture, including values of survival vs self-expression and Hofstede's five societal problems related to individualism-collectivism, power distance, masculinity-femininity, uncertainty avoidance, and long-term vs short-term orientation. It provides tips for leadership and communication based on where a culture falls on these spectrums. The conclusion emphasizes that universities must reflect diverse world in preparing students to work globally.
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290
Global Engineering Professional Seminar
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Lecture-1
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Globalization the process by which
businesses or other organizations
develop international influence or
start operating on an international
scale.
Cultures
• Culture is the dominant set of behaviors, values,
beliefs, and thinking patterns we learn as we grow and
develop in our social groups.
In all but one of the following countries it is expected that
you bring a gift to a business meeting. In which country is it
not expected?
A. China B. Czech Republic
C. Japan D. Denmark
The correct answer is D. Denmark
Which of the following is associated with dead and should
not be given as a gift in the Chinese culture?
A. Clocks B. Straw sandals
C. Handkerchief D. Crane
The answer is - All of the above!
Typical Dimensions of Culture
Tree Model of CULTURE
Surface Culture
Deep Culture
Language
Dress
Art & Music
Food
Gestures Formality
Gender Roles
Religion
Holidays
Personal Space
Communication & Learning Styles
Time
Methods of Decision Making
Relationships
Attitudes
Work Ethic
Negotiating Styles
Values
Cultural Differences
Some main indicators of cultural differences are:
•Behavioral patterns: appearance vs. reality
•Non-verbal behavior: Gestures, signs, mimics
•Distance behavior: personal space vs. closeness
Behavioral Pattern
•If we don’t know anything about other cultures, we
tend to use stereotypes as our knowledge base –
Is this a right approach?
•What are stereotypes?
•Negative labeling of a certain group or culture
based on the actions and/or appearances of a
few individuals.
Non-Verbal Behavior
• Understood as the process of communication through
sending and receiving wordless messages.
• Language is not the only source of communication;
there are other means, including:
• Gestures and touch
• Body language or posture, facial expression and eye contact
• Object communication such as clothing, hairstyles or even
architecture and symbols
• Problems and conflicts can occur when expressing
gestures or facial expressions in other cultures –
messages can often be misinterpreted.
Distance Behavior
• The right personal distance when conducting business
shows respect and acceptance.
• Too much distance gives the impression of dislike and
discomfort.
• Too little will make the person draw back.
Diversity & Inclusion
Diversity refers to differences (such as age, gender,
ethnicity physical appearance, thought styles, religion,
nationality, socio-economic status, belief systems etc.)
Inclusion refers to the creation of opportunities and the
elimination of barriers that allow all people to
participate in and contribute to ideation, planning,
projects, programs, processes, teams, organizations,
social activities, fun or any other opportunity that hel.
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290
Global Engineering Professional Seminar
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Lecture-1
Globalization, Cultural Difference and
Collaborating Across Cultural Boundaries
Globalization the process by which
businesses or other organizations
develop international influence or
start operating on an international
scale.
Cultures
• Culture is the dominant set of behaviors, values,
beliefs, and thinking patterns we learn as we grow and
develop in our social groups.
In all but one of the following countries it is expected that
you bring a gift to a business meeting. In which country is it
not expected?
A. China B. Czech Republic
C. Japan D. Denmark
The correct answer is D. Denmark
Which of the following is associated with dead and should
not be given as a gift in the Chinese culture?
A. Clocks B. Straw sandals
C. Handkerchief D. Crane
The answer is - All of the above!
Typical Dimensions of Culture
Tree Model of CULTURE
Surface Culture
Deep Culture
Language
Dress
Art & Music
Food
Gestures Formality
Gender Roles
Religion
Holidays
Personal Space
Communication & Learning Styles
Time
Methods of Decision Making
Relationships
Attitudes
Work Ethic
Negotiating Styles
Values
Cultural Differences
Some main indicators of cultural differences are:
•Behavioral patterns: appearance vs. reality
•Non-verbal behavior: Gestures, signs, mimics
•Distance behavior: personal space vs. closeness
Behavioral Pattern
•If we don’t know anything about other cultures, we
tend to use stereotypes as our knowledge base –
Is this a right approach?
•What are stereotypes?
•Negative labeling of a certain group or culture
based on the actions and/or appearances of a
few individuals.
Non-Verbal Behavior
• Understood as the process of communication through
sending and receiving wordless messages.
• Language is not the only source of communication;
there are other means, including:
• Gestures and touch
• Body language or posture, facial expression and eye contact
• Object communication such as clothing, hairstyles or even
architecture and symbols
• Problems and conflicts can occur when expressing
gestures or facial expressions in other cultures –
messages can often be misinterpreted.
Distance Behavior
• The right personal distance when conducting business
shows respect and acceptance.
• Too much distance gives the impression of dislike and
discomfort.
• Too little will make the person draw back.
Diversity & Inclusion
Diversity refers to differences (such as age, gender,
ethnicity physical appearance, thought styles, religion,
nationality, socio-economic status, belief systems etc.)
Inclusion refers to the creation of opportunities and the
elimination of barriers that allow all people to
participate in and contribute to ideation, planning,
projects, programs, processes, teams, organizations,
social activities, fun or any other opportunity that hel.
Slide 2, Week 1-2; chapter01 natureofinterculturalcommunication.pdf
The document discusses key concepts in intercultural business communication including globalization, culture, stereotypes, enculturation, ethnocentrism, communication barriers, and multinational management orientations. It provides examples of cultural differences that can lead to miscommunication and defines important terms. The document also examines dimensions of culture, perceptions, norms, roles, acculturation, cultural intelligence, and mindsets that influence intercultural interactions.
Interpersonal & Small Group Lecture #3 Conflict, Techno.docx
Interpersonal & Small Group
Lecture #3
Conflict, Technology & Family
Comm
Ch. 8, 9, 12
Conflict Management Skills
Any relationship of any depth has conflict
(read that line again so that you’ll
remember it!)
Myths about Conflict
• Conflict is a sign of a poor relationship
• Conflict can be avoided
• Conflict always occurs because of
misunderstandings
• Conflict can always be resolved
We have conflict because the relationship is
important to us!
Conflict Management Styles
• Avoidance
• Accommodation
• Competition
• Compromise
• Collaboration
Getting Better At It
• Manage Your Emotions
• Manage Information
• Be Empathetic
• Manage Goals
• Manage the Problem
No, this isn’t therapy!
Conflict- Like the other elements in Interpersonal
Communication can be worked at…
By taking conflict seriously, and being aware of
what we are doing and saying during times of
conflict we can become more effective at
communicating what we really want out of our
relationships
Ch. 9- Interpersonal Relationships
• Defined as – perception shared by 2 people of an
ongoing connection that results in the
development of relational expectations and
varies in interpersonal intimacy.
4 Elements
• Shared Perception
• Ongoing Connection
• Relational Expectations
• Interpersonal Intimacy
Shared Perception
• Both parties perceive the ongoing relationship
“so we’re an item right?”
Ongoing Connection
• Relationship is an ever changing process
…think of all the ways your relationships shift and
change…as the individuals involved shift and
change personally….
Relational Expectations
• Expectations set based on patterns in your
relationship
“My wife always makes the plans…”
Interpersonal Intimacy
• Degree to which relational partners mutually
accept and confirm each others sense of self
How do relationships happen?
1. Relationships of circumstance
• Our lives overlap with others in some way
-family
-co-workers
-neighbors
2. Relationships of Choice
• The relationships we select to initiate, maintain,
and even terminate
Ch 12
• Family
• Technology
• Relationships at work
Family
• The definition of family has developed with our
ever changing culture
Who makes up YOUR family?
Improving Family Communication
• Talk about relationships and feelings
• Listen
• Support and Encourage
• Manage your conflict
…easier said than done right???
Technology
• How do you use technology these days?
-on line dating
-texting
-social networking
…and the list goes on…
Our group discussion will focus on
technology and how it impacts our
interpersonal communication
Relationships at Work
• Upward Communication
• Downward Communication
• Horizontal Communication
• Outward Communication
Upward Communication
• Communication that flows from subo.
Cross Cultural Communication
Cross Cultural Communication with reference to India, Netherlands and New Zealand.
What is culture ?
I
ceberg Theory Of Culture
Cross Culture Communication
Organizational Culture
Brief Introduction of Countries
India, Netherlands and New Zealand
Fundamental Dimensions of Culture
Trompenaars’ and Hampden-Turner’s 7 dimensions of culture
Etiquette and Customs
India
Netherlands
New Zealand
Business Etiquette and Protocol
India
Netherlands
New Zealand
Business Ethics - Week 1 Introducation
This document provides an overview of the MGX5020: Business ethics in a global environment course for week 1. It introduces the tutor, Nathan Eva, and outlines the assignments which include guided reading activities and a group research paper. It also summarizes the content of the first lecture which covered law, values, ethics in business contexts and involved group activities to discuss ethical concepts.
IAEVG 2014 Multicultural Work Life Realities
This document summarizes a workshop aimed at helping international graduates adjust to the Canadian workplace. The workshop covered defining culture and comparing Canadian culture to other countries using Hofstede's cultural dimensions. It also addressed adapting to culture shock, Canadian workplace expectations, and transitioning from school to work. Evaluation results showed participants felt more prepared to assess workplace culture and manage their careers after attending. Next steps included following up with participants and expanding the workshop's reach.
CULTURE SCAN FOR CROSSCULTURAL MANAGEMENT© M.E. Phillips,.docx
CULTURE SCAN FOR CROSSCULTURAL MANAGEMENT
© M.E. Phillips, Ph.D., Pepperdine University, N.A. Boyacigiller, Ph.D., San José State University, & G.L. Rossy, California State University Northridge, 2002
FREE WILL
• Control
Can environment be controlled?
Is behavior controlled by self, social norms,
rules, or by whims of others?
Is harmony important?
Can circumstances change? how?
• Uncertainty avoidance
How much do people strive to limit
uncertainty in their lives?
How important are rules and procedures?
Control
● Technical domination
● Based on standards; state of art knowledge
● In harmony with other “life forms”
Change
● Does occur, but can be studied & understood
● Can learn
Low Uncertainty Avoidance
● Uncertainty is recognized
● Change scares individuals
● Trust and morality are key
Control
● Harmony with surrounding environment very
important
High Uncertainty Avoidance
● Each person has a rightful and protected place in
the social order, that the actions of authorities
should not be challenged or questioned, that
hierarchy and inequality are appropriate and
beneficial.
SOURCES OF TRUTH
• Origins of truth
Where do people go for directions/answers?
Who do they go to?
• Universalism
What can be questioned and what can’t?
Are rules situationspecific or generally
applied?
Is context important when judging
right/wrong?
Origins of Truth
● Experts for truth
● Investigative culture
● Information is freely available
Universalism
● Everything can be questioned
● Common law puts emphasis into situationspecific
rules
● (Context in judging right/wrong?)
Universalism
● Willing to follow office regulation and work
guidelines made by the owner.
● Employees do not want to challenge their senior
workers or supervisors and just want to obey the
decisions or orders their superiors make; order of
rank is strongly anchored.
TIME
• Is attention paid to
past? present? future?
Which is most important?
• Do people do
many things at once?
one thing at a time?
● Time is money
● Past is in the past, live in the present, must seize
the future
● Monochronic society (1 thing at a time)
● Hate wasting time
● Protecting freedom is a priority
● Individuals are prompt and frown upon tardiness
● Worried about the future.
● High levels of anxiety and are highly resistant to
change develop many rules to control social
behaviors.
● Time is fluid.
● Punctuality is important, but allow 30 minutes of
leeway.
• How are priorities set?
• What is considered “prompt”?
● Respect for others’ busy schedules.
● Monochronic society (1 thing at a time).
HUMAN NATURE
• Are others viewed as individuals or as
members of a homogeneous group?
• What are expectations about other people?
are they positive? Can “good” people
change?
are they negative? Can “bad” people
change?
• How are strangers treated?
● Individuals are seen as part of the whole
group/melting pot
.
Similar to America Chamber of Commerce (HK) (20)
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290Global Engineering Professional SeminarGlobalizat.docx
ME290Global Engineering Professional SeminarGlobalizat.docx
Slide 2, Week 1-2; chapter01 natureofinterculturalcommunication.pdf
Slide 2, Week 1-2; chapter01 natureofinterculturalcommunication.pdf
Interpersonal & Small Group Lecture #3 Conflict, Techno.docx
Interpersonal & Small Group Lecture #3 Conflict, Techno.docx
CULTURE SCAN FOR CROSSCULTURAL MANAGEMENT© M.E. Phillips,.docx
CULTURE SCAN FOR CROSSCULTURAL MANAGEMENT© M.E. Phillips,.docx
Recently uploaded
Understanding User Needs and Satisfying Them
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdf
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership at Agile Tour Geneve 2024
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoCorey Perlman, Social Media Speaker and Consultant
Social media for business Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSSEvgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-inspired to the data-driven praxis (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Best Forex Brokers Comparison in INDIA 2024
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
buy old yahoo accounts buy yahoo accounts
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Top mailing list providers in the USA.pptx
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Structural Design Process: Step-by-Step Guide for Buildings
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
3 Simple Steps To Buy Verified Payoneer Account In 2024
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
2022 Vintage Roman Numerals Men Rings
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Recently uploaded (20)
Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership Agile Tour Geneve 2024
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
Structural Design Process: Step-by-Step Guide for Buildings
Structural Design Process: Step-by-Step Guide for Buildings
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
America Chamber of Commerce (HK)
- 1. Lessons in Communication Marrying Western Business Philosophy & Chinese Culture AmCham Hong Kong Douglas Menelly October 26, 2010
- 2. Popular Misconceptions Research Methodology Themes covered in the book Communication Culture Misunderstandings Heuristics – “Takeaways”
- 3. • China is fundamentally “different” • Only locals can truly understand and manage the Chinese system • The body of law in China is limited and/or incomplete • Focus on financial metrics is key – administration and compliance are secondary considerations • If problems arise, they are “fixable” because the system is “flexible”
- 4. Experience: Four years of observations, study, & analysis Surveys & Interviews Survey Recipients: 20-questions Distributed to 30 Western Executives Multiple industries PRD - Shenzhen, Shanghai, Guangzhou
- 5. Performance Management Participatory Management Compensation Morale Office Culture (the Informal Network) Problem-Solving, Decision-Making, & Critical Analysis Independent Thinking & Creativity
- 6. It works in New York & London, so it will work in China, right? WRONG ! Contracts are often the first step for a relationship in China, not the first step in executing a deal Chinese Culture & Western Business collide – what next? Crash Course for Foreigners
- 8. Misunderstandings: lack of knowledge of Chinese culture, history, language Culture Confusion: To strengthen communication and relationships, foreigners need to study the culture and history Assumptions: Westerners working in China are not “at home” and wrongly make many assumptions on how to work with a Chinese business partner or company
- 9. 1) Accountability: maintain morals 2) Prepare, Prepare, Prepare 3) Focus on Values 4) Ethics 5) Do not make assumptions 6) Be patient 7) Ask Chinese friends for advice 8) Study the culture 9) Learn Mandarin 10) Ask Questions!
- 10. I hope you enjoy the book! Book Reviews, Comments, Video Clips, TV Interviews, and more available on my website www.menelly.com doug.menelly@gmail.com