This presentation is a graduation final work at the Academy of Fine Arts in Naples by student Wu Mingche.
All rights are reserved.
Copyright by Wu Mingche.
Navigating the Digital Spice Route UX LX 2012ma718
Experience principles for cross culture projects.
The growth of the Internet has been expanding rapidly, breaching new audiences with their own unique customs, languages, and practices. Are we prepared to cater to the 3 billion or so new users logging online? Using the Internet as a digital spice route to connect to these new markets, we will consider key experience principles when creating websites, mobile experiences etc when catering to these audiences on a global scale.
With increasing demand from eastern markets, we need to revaluate how we create digital experiences that not only appeal to western channels but to also accommodates eastern audiences. This presentation will be drawing on my years of experience as a Chinese UX practitioner, with projects designing user experience solutions for high profile European, Middle Eastern and Asian clients along with an in-depth understanding of Asian customs and thinking processes.
This presentation is a graduation final work at the Academy of Fine Arts in Naples by student Wu Mingche.
All rights are reserved.
Copyright by Wu Mingche.
Navigating the Digital Spice Route UX LX 2012ma718
Experience principles for cross culture projects.
The growth of the Internet has been expanding rapidly, breaching new audiences with their own unique customs, languages, and practices. Are we prepared to cater to the 3 billion or so new users logging online? Using the Internet as a digital spice route to connect to these new markets, we will consider key experience principles when creating websites, mobile experiences etc when catering to these audiences on a global scale.
With increasing demand from eastern markets, we need to revaluate how we create digital experiences that not only appeal to western channels but to also accommodates eastern audiences. This presentation will be drawing on my years of experience as a Chinese UX practitioner, with projects designing user experience solutions for high profile European, Middle Eastern and Asian clients along with an in-depth understanding of Asian customs and thinking processes.
Experience Principles for cross culture projects - Navigating the Digital spi...terryhma
Experience principles for cross culture projects.
The growth of the Internet has been expanding rapidly, breaching new audiences with their own unique customs, languages, and practices. Are we prepared to cater to the 3 billion or so new users logging online? Using the Internet as a digital spice route to connect to these new markets, we will consider key experience principles when creating websites, mobile experiences etc when catering to these audiences on a global scale.
With increasing demand from eastern markets, we need to revaluate how we create digital experiences that not only appeal to western channels but to also accommodates eastern audiences. This presentation will be drawing on my years of experience as a Chinese UX practitioner, with projects designing user experience solutions for high profile European, Middle Eastern and Asian clients along with an in-depth understanding of Asian customs and thinking processes.
Cross Cultural Marketing Intention vs Perception PCMA2011jmwoodyear
Core principles & tactics to steer clear of cross-cultural/boundary marketing mistakes that can damage your brand or marketing program. Presentation delivered at PCMA Convening Leaders 2011 annual convention. Written by Jeannine Woodyear and Oliver Hone
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
10 Years of Social Gaming Without any Marketing Spending | Stan IwanJessica Tams
Delivered at Casual Connect USA 2016
Gamedesire.com is a successful, multi-language social gaming platform that has been on the market for 10 years. It has millions of satisfied customers and a faithful community of players. How have we built and kept it running with almost no marketing spending? How can mixing casual and casino games drive revenue? How do we acquire new users and reactivate old ones? This session will provide practical examples, tips and solutions to these questions.
Business Ethics-in a Global ContextTopics.docxhumphrieskalyn
Business Ethics-in a Global Context
*
Topics of Global EthicsGlobal supply chainsWhat leaders can do on a global scaleMistakes made by othersHaving global programsHaving a global codeJoining global initiativesUnderstanding cultural differences
IntroductionAdvances in communication, technology, and transportation have minimized the worlds' borders, creating a new global economy as more and more countries are attempting to industrialize and compete internationally. Because of these trends, more companies are doing business outside their home countries. Countries though have different cultures, values, laws, and ethical standards
*
The Modern Business Person The international businessperson must not only understand the values, culture, and ethical standards of his/her own country but also sensitive to those of other countries
Approximately 90% of American companies have a code of ethics, 51% in Germany, 41% in UK, France 30%
Ethical codes are increasingly concerned with conduct against the firm rather than with conduct on behalf of the firm
*
Therefore some of the issues to consider
Culture
Language
Values
Religion
Time
History
Colour
Photographs
Global Ethics
Culture“Culture consists of everything in our surroundings that is made by people – both tangible items and intangible things like concepts and values. Language, religion, law, politics, technology, education, social organisations, general values, and ethical standards are all included within this definition. Each nation has a distinctive culture and, consequently, distinctive beliefs about what business activities are acceptable or unethical. Thus, when transacting international business, individuals encounter values, beliefs, and ideas that may diverge from their own because of cultural differences”
*
Starbucks attempt of Parisian Cafe Culture Standardisation?
*
The next level, Japan, India and Vietnam
Starbucks Via
The factor of language
Bacardi Pavian
Tropicana- Jugo de ChinaReleased in France/Germany. In German translation means baboonIn Puerto Rico it meant orangeIn Cuba though it translated as Chinese juice
*
United Airlines in Hong Kong
http://www.deseretnews.com/article/705365824/Wrong-flowers-can-mean-death-for-global-business.html?pg=all
Gift Giving-The Dos and Don'ts
JAPANCHINASINGAPOREINDIA Always gift wrap gifts but never in white, as this is associated with funeralsWrapping in red symbolises good luck. Red ink is taboo though and symbolises the end of relationshipGift giving is not a common practiceRely on advice of local associates as some may expect expensive gifts, others offendedGive and receive gifts with both hands and a slight bowPresent a gift to all involved, value dependant on status and only when negotiation finalCorruption is not toleratedAlthough illegal, bribes are often solicited at each bureaucratic levelIf buying a gift consult the staff in the better department stores - explain the situationIf nece ...
1. Please answer all questions1) Todays managers should expect t.pdfarshin9
1. Please answer all questions
1) Today\'s managers should expect to interact with international clients and customers because:
a. Telecommunications and the Internet are connecting people and businesses all over the word.
b. Most businesses are large multinational corporations.
c. Organizations can\'t succeed without serving global markets.
d. Some countries have international trade agreements.
2) To be effective in an international setting, managers must be prepared to encounter:
a. differences in social values.
b. differences in culture
c. differences in languages
d. all of these
3) Which of the following beliefs could help managers avoid the pitfall of regarding other
cultures as inferior to their own?
a. \"My country\'s way of doing business is correct\"
b. \"Most people around the world think and act as I do\"
c. \"Researching other cultures can help me develop better businesses relationships globally\"
2. Complete the exersise by selecting the right key term
1) A manager with this would never offer a Muslim coworker food with his or her left hand.
a. Rigid cultural boundaries
b. An ethnocentric approach
c. A global mundset
d. A bottom of the pyramid concept
2) Companies using this globalization strategy tend to use different approaches in each of the
countries in which they operate
a. Multidomestic
b. Geocentric
c.Ethnocentric
d. Polycentric
3) This strategy only involves selling products outside of one\'s home country
a.Exporting
b.Direct investing
c.Franchising
d.Licensing
4) This is one of the problems with doing business in Africa, and it is involves the lack of
highways and airports, for example.
a. Per-capita income
b. Infrastructure
c. Economic strategy
d. Global mindset
5) People who are classified by Hofstede as having this national value act on their own and gave
loose ties with others in society
a. Masculinity
b. Individualism
c. Uncertainty avoidance
d. Femininity
6) In this type of society, relationships and trust are more important than business
a. Femininity
b. High-context culture
c. Uncertainty avoidance
d. Power distance
7) The association of countries reduces trade barriers and establishes a common currency for
most of the European continent.
a.WTO
b.EU
c.EFTO
d.CAFTA
8) A franchising strategy is _______ risky than an acquisition strategy when entering the global
market
a. more
b. less
9) The designation of developing versus developed is based in part on a country\'s
______________.
a. exchange rate
b. kinship patterns
c. per capita income
10) One of the biggest drawbacks to doing business in less-developed countries is:
a. The large number of experienced managers
b. The sophistication of financial markets
c. The lack of a well-developed infrastructure
d. The high wages of the population
11) Guinea lowered its projection of economic growth from 4.5 percent to 2.9 percent after
problems with a delayed election and ethnic conflict in the country. This is an example of
how____________________ can influence a country\'s .
Experience Principles for cross culture projects - Navigating the Digital spi...terryhma
Experience principles for cross culture projects.
The growth of the Internet has been expanding rapidly, breaching new audiences with their own unique customs, languages, and practices. Are we prepared to cater to the 3 billion or so new users logging online? Using the Internet as a digital spice route to connect to these new markets, we will consider key experience principles when creating websites, mobile experiences etc when catering to these audiences on a global scale.
With increasing demand from eastern markets, we need to revaluate how we create digital experiences that not only appeal to western channels but to also accommodates eastern audiences. This presentation will be drawing on my years of experience as a Chinese UX practitioner, with projects designing user experience solutions for high profile European, Middle Eastern and Asian clients along with an in-depth understanding of Asian customs and thinking processes.
Cross Cultural Marketing Intention vs Perception PCMA2011jmwoodyear
Core principles & tactics to steer clear of cross-cultural/boundary marketing mistakes that can damage your brand or marketing program. Presentation delivered at PCMA Convening Leaders 2011 annual convention. Written by Jeannine Woodyear and Oliver Hone
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
10 Years of Social Gaming Without any Marketing Spending | Stan IwanJessica Tams
Delivered at Casual Connect USA 2016
Gamedesire.com is a successful, multi-language social gaming platform that has been on the market for 10 years. It has millions of satisfied customers and a faithful community of players. How have we built and kept it running with almost no marketing spending? How can mixing casual and casino games drive revenue? How do we acquire new users and reactivate old ones? This session will provide practical examples, tips and solutions to these questions.
Business Ethics-in a Global ContextTopics.docxhumphrieskalyn
Business Ethics-in a Global Context
*
Topics of Global EthicsGlobal supply chainsWhat leaders can do on a global scaleMistakes made by othersHaving global programsHaving a global codeJoining global initiativesUnderstanding cultural differences
IntroductionAdvances in communication, technology, and transportation have minimized the worlds' borders, creating a new global economy as more and more countries are attempting to industrialize and compete internationally. Because of these trends, more companies are doing business outside their home countries. Countries though have different cultures, values, laws, and ethical standards
*
The Modern Business Person The international businessperson must not only understand the values, culture, and ethical standards of his/her own country but also sensitive to those of other countries
Approximately 90% of American companies have a code of ethics, 51% in Germany, 41% in UK, France 30%
Ethical codes are increasingly concerned with conduct against the firm rather than with conduct on behalf of the firm
*
Therefore some of the issues to consider
Culture
Language
Values
Religion
Time
History
Colour
Photographs
Global Ethics
Culture“Culture consists of everything in our surroundings that is made by people – both tangible items and intangible things like concepts and values. Language, religion, law, politics, technology, education, social organisations, general values, and ethical standards are all included within this definition. Each nation has a distinctive culture and, consequently, distinctive beliefs about what business activities are acceptable or unethical. Thus, when transacting international business, individuals encounter values, beliefs, and ideas that may diverge from their own because of cultural differences”
*
Starbucks attempt of Parisian Cafe Culture Standardisation?
*
The next level, Japan, India and Vietnam
Starbucks Via
The factor of language
Bacardi Pavian
Tropicana- Jugo de ChinaReleased in France/Germany. In German translation means baboonIn Puerto Rico it meant orangeIn Cuba though it translated as Chinese juice
*
United Airlines in Hong Kong
http://www.deseretnews.com/article/705365824/Wrong-flowers-can-mean-death-for-global-business.html?pg=all
Gift Giving-The Dos and Don'ts
JAPANCHINASINGAPOREINDIA Always gift wrap gifts but never in white, as this is associated with funeralsWrapping in red symbolises good luck. Red ink is taboo though and symbolises the end of relationshipGift giving is not a common practiceRely on advice of local associates as some may expect expensive gifts, others offendedGive and receive gifts with both hands and a slight bowPresent a gift to all involved, value dependant on status and only when negotiation finalCorruption is not toleratedAlthough illegal, bribes are often solicited at each bureaucratic levelIf buying a gift consult the staff in the better department stores - explain the situationIf nece ...
1. Please answer all questions1) Todays managers should expect t.pdfarshin9
1. Please answer all questions
1) Today\'s managers should expect to interact with international clients and customers because:
a. Telecommunications and the Internet are connecting people and businesses all over the word.
b. Most businesses are large multinational corporations.
c. Organizations can\'t succeed without serving global markets.
d. Some countries have international trade agreements.
2) To be effective in an international setting, managers must be prepared to encounter:
a. differences in social values.
b. differences in culture
c. differences in languages
d. all of these
3) Which of the following beliefs could help managers avoid the pitfall of regarding other
cultures as inferior to their own?
a. \"My country\'s way of doing business is correct\"
b. \"Most people around the world think and act as I do\"
c. \"Researching other cultures can help me develop better businesses relationships globally\"
2. Complete the exersise by selecting the right key term
1) A manager with this would never offer a Muslim coworker food with his or her left hand.
a. Rigid cultural boundaries
b. An ethnocentric approach
c. A global mundset
d. A bottom of the pyramid concept
2) Companies using this globalization strategy tend to use different approaches in each of the
countries in which they operate
a. Multidomestic
b. Geocentric
c.Ethnocentric
d. Polycentric
3) This strategy only involves selling products outside of one\'s home country
a.Exporting
b.Direct investing
c.Franchising
d.Licensing
4) This is one of the problems with doing business in Africa, and it is involves the lack of
highways and airports, for example.
a. Per-capita income
b. Infrastructure
c. Economic strategy
d. Global mindset
5) People who are classified by Hofstede as having this national value act on their own and gave
loose ties with others in society
a. Masculinity
b. Individualism
c. Uncertainty avoidance
d. Femininity
6) In this type of society, relationships and trust are more important than business
a. Femininity
b. High-context culture
c. Uncertainty avoidance
d. Power distance
7) The association of countries reduces trade barriers and establishes a common currency for
most of the European continent.
a.WTO
b.EU
c.EFTO
d.CAFTA
8) A franchising strategy is _______ risky than an acquisition strategy when entering the global
market
a. more
b. less
9) The designation of developing versus developed is based in part on a country\'s
______________.
a. exchange rate
b. kinship patterns
c. per capita income
10) One of the biggest drawbacks to doing business in less-developed countries is:
a. The large number of experienced managers
b. The sophistication of financial markets
c. The lack of a well-developed infrastructure
d. The high wages of the population
11) Guinea lowered its projection of economic growth from 4.5 percent to 2.9 percent after
problems with a delayed election and ethnic conflict in the country. This is an example of
how____________________ can influence a country\'s .
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
Technoblade The Legacy of a Minecraft Legend.Techno Merch
Technoblade, born Alex on June 1, 1999, was a legendary Minecraft YouTuber known for his sharp wit and exceptional PvP skills. Starting his channel in 2013, he gained nearly 11 million subscribers. His private battle with metastatic sarcoma ended in June 2022, but his enduring legacy continues to inspire millions.
7. Fast forward 800 years >>> Distance closer than ever Means of travel faster and easier Silk, spice, drugs and human trafficking still happen Information – the NEW medium! Language still an issue Communication still a challenge Conflicts still an issue Show me the money everyone still wants it
9. Work with local knowledge One size doesn’t fit all Respect is a different concept in the East Prepare for the language barrier Deliver a sense of status and prestige Consider various communication mediums and interactions Understand their technological behaviours and habits Be sensitive towards the country’s values 9. Tailor to the local markets 10. Be genuine Ten experience principles
11. Capture audience insights Use local market experts to conduct user research Always check with local diplomats / staff to sense check the use of imageries and translations. Check out local newspapers and magazines to understand the local cultures Warning! Beware of information taken from the internet
15. Catered to multiple demographics China Tier 1 - Beijing – 22 millions, Shanghai – 23 millions, Guangzhou -15 millions Tier 2 - Secondary provincial capitals (consist of 23 cities) including Chengdu, Dalian, Nanjing, Qingdao, Shenzhen, Suzhou, Tianjin Tier 3 - Prefecture or county level city capitals
16. Catered to multiple demographics Eastern and western side of Saudi Arabia Dhahran – the west, the richer side, the headquarter of Saudi Aramco Jeddah – the east, the poorer side, its further away from the oil
18. Know your role in client engagements Do not assume everyone do businesses the same way as Europeans do Transaction oriented – Western Relationship oriented – Chinese Hierarchy oriented – Middle East
20. 4. Prepare for the language barrier 4. Prepare for the language barrier
21. Do you speak Chinese? Different dialect Cantonese? Mandarin? Traditional vs simplified Traditional Chinese 雞蛋 Cantonese 雞蛋 (gai1 daan2) Simplified Chinese 鸡蛋 Mandarin 鸡蛋 (jīdàn)
22. Typography “Arabic typography is half Arabic and half typography. It is not possible to separate letterforms from the reality in which they will appear. To understand Arabic typography is to understand first what is Arabic.”Nadine Chahine, type designer and Arabic specialist for Linotype GmbH
23. Typography Line length Sizing Arabic Non-web friendly fonts – only browsers that support CSS3 styling can render them Chinese text is laid out on a regular two-dimensional grid monospaced each character is centred at its own box allow 200% extra line height
30. Pay attention to the visual language Imagery choice Content / copy, tone of voice Information architecture layout Colours in culture Chinese – Red represents good luck and celebrations Gulf – obsession with gold
44. Use the right platform Accommodate mobile as the main stream platform Mobile vs. desktop / laptops Take connection speed into account Superfast speed in Japan and Korea Snail speed in parts of China and India Broadband (max speed 20MB) unjustifiably expensive in Saudi Arabia Identify consumer payment preferences Credit card vsAlipay in China E-commerce shop vsTaobao in China
49. Censorship and privacy Utilise the power of social media Uprising in the middle east - Facebook and twitter Take censorship seriously YouTube, Twitter, Facebook, and Flickr are all blocked in China Baidu blocks pornography or references to topics such as Taiwanese independence, the Dalai Lama, and the 1989 Tiananmen Square massacre. Blogging in Saudi Arabia requires a licence
50. Extra caution with imagery selection Imagery of women (Middle East) Islamic dress code Well dressed according to religion Rule of thumb – Be respectful – no exotic dancers or naked woman Prohibited content Alcohol – drunk, served or in the background Gambling – Islam prohibits playing or even being there Photo of intimacy When in doubt always replace image of people with images of scenery. Ensure people wearing national dress correctly Mixed couple imagery – always portrait as family Best to keep females and male images separated
51. Extra caution with imagery selection Sexual and political sensitive images (China) Pornography the Dalai Lama 1989 Tiananmen Square massacre
59. Imitation vs. innovation Successfully emerge to become global brands by enhancing experience, functionality and quality ZTE – 4th largest mobile manufacturer in the world “We are good at customisation, according to different cultures and customs. We can differentiate” LG, Samsung, Tsingtao, Lenovo, Haier
69. Work with local knowledge One size doesn’t fit all Respect is a different concept in the East Prepare for the language barrier Deliver a sense of status and prestige Consider various communication mediums and interactions Understand their technological behaviours and habits Be sensitive towards the country’s values 9. Tailor to the local markets 10. Be genuine Ten experience principles
Spice route – trade route via the seaSilk route – trade route via the land
3 billion of online users in the eastern market taking Middle east, India and China into account. 750 millions of internet users in China by 2015 according to the Mckinsey consulting report in Feb 2011 – Digital consumer behaviours in China. 333 millions of mobile users by 2012, and that is 100 millions growth from Feb to 2012.
Left top and bottom are Saudi Arabian, collar differentiates them from others in the Gulf area.
Figure out which part of China is the target demographic group.
Arabic version is not difficult to build – fluid grid, flexible layout. Also some CMS like Day now support mirroring function with some degree of CSS tweak
It is not that difficult to implement, take the spice as an analogy:Getting the right mix of discipline together with local experts. Adapt and adjust to the local technological and media needs.Tailor the local offerings, pick and choose what is acceptable locally, identify and focus where you want to take them to the next level. Quantity of the mix makes a huge difference in terms of success or failureUsing the right colour combination Trial & error is part of the continuous improvement process that makes things perfect. Pay attention to the detail and refine it as it goes along.