Here are the key points about cultural context:
- Low-context cultures place more emphasis on direct verbal communication and explicit messages.
- High-context cultures rely more on implicit communication through non-verbal cues, social relationships, and indirect messages.
- Low-context cultures value directness and adherence to schedules and deadlines.
- High-context cultures place more importance on social relationships and indirect, implicit forms of communication.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
The document discusses the concept of culture and its relevance to international business. It defines culture as consisting of three layers - artifacts/attitudes, norms/values, and basic assumptions. Culture influences how individuals see themselves and the world, and operates at various levels including national, organizational, corporate, and professional. Understanding these cultural differences is important for effective cross-cultural management across borders.
This document discusses key concepts around values and culture. It defines values as enduring beliefs about what is preferable or desirable. Culture is defined as shared ways of living and problem-solving in a group. The document examines how values and culture influence perception, communication, and business practices globally. It also explores expressions of culture through symbols, heroes, rituals, and other factors.
This document discusses culture and its influence on teaching and learning. It defines culture and explains that culture shapes how people think, interact, communicate and transmit knowledge. Culture affects the organization of learning and influences pedagogical practices. Understanding one's own culture and the stages of acculturating to a new culture are important aspects of cultural awareness discussed in the document.
Wintek is a leading Saudi company that produces UPVC windows and doors. It has over 25 years of experience. Wintek uses high quality raw materials from reputable international suppliers. Its machines are supplied by specialized companies and production follows international standards. Wintek offers a wide range of window, door, and facade products made from a proprietary UPVC blend. It has completed numerous projects for government ministries and private sector clients.
The document discusses several advertisements from brands in Saudi Arabia that utilize creative censorship techniques. The ads target an upscale bilingual audience in Jeddah and transform censorship into artistic representations. They advertise products and services like lingerie, juice, travel and more through implied messages and symbols instead of direct images due to censorship laws.
How to build your strategic plan in 7 stepsLaurent Bouty
Building a plan is never easy!! When did we start to think about strategy? Why should we plan? is it difficult? Some extract from lecture I give in MBA class. Enjoy, share and send me cases, examples, ideas how we can improve strategy planning.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
The document discusses the concept of culture and its relevance to international business. It defines culture as consisting of three layers - artifacts/attitudes, norms/values, and basic assumptions. Culture influences how individuals see themselves and the world, and operates at various levels including national, organizational, corporate, and professional. Understanding these cultural differences is important for effective cross-cultural management across borders.
This document discusses key concepts around values and culture. It defines values as enduring beliefs about what is preferable or desirable. Culture is defined as shared ways of living and problem-solving in a group. The document examines how values and culture influence perception, communication, and business practices globally. It also explores expressions of culture through symbols, heroes, rituals, and other factors.
This document discusses culture and its influence on teaching and learning. It defines culture and explains that culture shapes how people think, interact, communicate and transmit knowledge. Culture affects the organization of learning and influences pedagogical practices. Understanding one's own culture and the stages of acculturating to a new culture are important aspects of cultural awareness discussed in the document.
Wintek is a leading Saudi company that produces UPVC windows and doors. It has over 25 years of experience. Wintek uses high quality raw materials from reputable international suppliers. Its machines are supplied by specialized companies and production follows international standards. Wintek offers a wide range of window, door, and facade products made from a proprietary UPVC blend. It has completed numerous projects for government ministries and private sector clients.
The document discusses several advertisements from brands in Saudi Arabia that utilize creative censorship techniques. The ads target an upscale bilingual audience in Jeddah and transform censorship into artistic representations. They advertise products and services like lingerie, juice, travel and more through implied messages and symbols instead of direct images due to censorship laws.
How to build your strategic plan in 7 stepsLaurent Bouty
Building a plan is never easy!! When did we start to think about strategy? Why should we plan? is it difficult? Some extract from lecture I give in MBA class. Enjoy, share and send me cases, examples, ideas how we can improve strategy planning.
Nell'ambito dei corsi "DoLab Design" di DoLab School, un corso molto "pratico" è stato quello di User Experience e User Interface. Qualche dato e "take away" dal docente Nicola Di Cosmo.
Mastering business strategy simplifying the complexMichaelcmcdermott
This document provides an overview of various perspectives on business strategy presented by notable authors. It begins by summarizing Henry Mintzberg's view of deliberate versus emergent strategy. It then summarizes Michael Porter's perspective on competitive strategy and industry analysis. Next it discusses Clyde Prahalad and Gary Hamel's views on core competencies and strategic intent. The document also summarizes Blue Ocean Strategy proposed by W. Chan Kim and Renee Mauborgne. Finally, it briefly discusses the works of Richard Rumelt, Cynthia Montgomery, A.G. Lafley and Roger Martin, and Rita McGrath regarding defining problems, the role of the strategist, integrated strategic choices, and the end of competitive advantage.
This document provides the course syllabus for Strategic Management (571309) taught by Dr. K. Prabhakar at Velammal Engineering College, Chennai. The course is offered in the third semester of the MBA program. It covers 5 units related to strategic management concepts and frameworks. The course objectives focus on applying analytical tools to understand industry dynamics and formulate strategies. Teaching methods include lectures, case studies, and a project. Readings from Harvard Business Review on topics like strategic intent, competitive forces, core competencies, and the balanced scorecard are also assigned.
Forest became successful through a combination of deliberate and emergent strategies. Their strategy emerged through a pattern of decisions over time as both the environment and opportunities changed, with leadership providing some control over strategic processes but also allowing flexibility. Both strategic planning and emergent learning alongside it are important for organizations to adapt successfully to an unpredictable environment.
Trompenaars identified seven cultural dimensions that influence business practices across cultures: universalism vs particularism, communitarianism vs individualism, neutral vs emotional, diffuse vs specific, achievement vs ascription, human-time relationship, and human-nature relationship. These dimensions can help multinational companies understand differences in areas like contracting, incentives, team dynamics, criticism, promotion practices, and more when operating across cultures.
The document discusses international strategy and provides frameworks for assessing internationalization potential, sources of competitive advantage, types of international strategies, market selection, entry modes, performance impacts, and subsidiary roles. Key factors in internationalization include drivers of globalization, Porter's Diamond model of national advantages, and the four main international strategies. Markets should be evaluated based on attractiveness, distance, and retaliation risk. Common entry modes are exporting, licensing, joint ventures, and foreign direct investment. Internationalization may follow an inverted U-shape performance relationship.
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
This report analyzes the global asset management industry from 2006-2015. It profiles 266 companies and provides historical and projected data on assets under management in regions around the world. The document discusses key trends in the industry like increased regulation, new investment options, and consolidation through mergers and acquisitions of asset managers. It also covers major types of investment products and recent launches or acquisitions within the asset management space.
The document discusses global strategy for international expansion. It outlines factors like the PESTEL framework that influence business across geographies. The strategic choices are about standardizing vs customizing products, prioritizing markets, and choosing locations. The "Three A's" framework discusses adapting, aggregating, and arbitrating opportunities globally. Companies must decide whether to own activities through in-house operations or partner locally. The journey model outlines identifying opportunities, analyzing feasibility, and formulating strategies using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation and customer focus are key to global success. Balance, strategic fit, and timing are important principles for international growth.
The document discusses global strategy for international expansion. It outlines factors like political, economic, social, technological, ecological and legislative differences across geographies that influence business. The strategic choices are about standardizing vs customizing products, prioritizing markets, and locating activities based on volatility. The three A's of global strategy are adaptation, aggregation, and arbitrage. Companies must decide whether to own activities in foreign markets or partner locally. The journey model involves identifying opportunities, analyzing feasibility, and formulating the strategy using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation with customer focus leads to global success. Balance, deciding where to compete/collaborate, decentralized execution, and
The document discusses India's transition to a liberalized, privatized, and globalized economy through the LPG model since 1991. It outlines the three pillars of liberalization, privatization, and globalization and how they have impacted key sectors in India like industry, finance, trade, and migration. It provides details on foreign direct investment and foreign institutional investment in India, describing their benefits and major investing countries and sectors. The summary discusses how economic reforms have transformed India from a socialist to a market-based economy and its implications.
The notion that the Bottom of the Pyramid (BOP) consumers is a segment that is not important for the long-term viability of most of the businesses is no more classified as ‘accepted wisdom’. There is a shift in thinking of MNCs which now are considering BOP consumers as a potential source of revenues as well as drivers of innovation. Targeting the subsistence marketplaces poses various challenges for MNCs, but has favourable outcomes for BOP participants, economy and business organizations. This paper identifies the challenges of launching products targeting BOP markets in India and discusses the implications for consumers, national economy, and companies targeting BOP consumers.
(1) This document provides a summary of the October 2012 issue of a business magazine. It includes articles on FDI in India, comparative advertising between brands, the world's best banks, and an interview with the COO of Dion Global Solutions.
(2) The interview discusses Dion Global's strategy for serving international markets, opportunities in the Middle East, software piracy prevention, wealth management solutions, what differentiates them from competitors, and expectations for fresh graduates.
(3) Other articles analyze debates around allowing foreign direct investment in India's retail sector, competitive "ad wars" between brands like Pepsi and Coke, and a list of the world's top performing banks according to various criteria.
This document provides definitions and context for key terms related to international business and globalization. It discusses how declining trade barriers and technological changes have driven globalization by facilitating greater cross-border trade and foreign direct investment. Specifically, it explains how trade liberalization through agreements like GATT and WTO has reduced tariffs and encouraged countries to specialize according to comparative advantage. It also outlines some characteristics of global firms and how production and markets have become globalized.
Collection of Mergers and Acquisitions and Integration case histories from my first-hand experiences at GE, Fiat, Indesit, Corus, Areva, with lessons learned
The document discusses the opportunities in fintech presented by the 4th Industrial Revolution and exponential technologies. It notes that finance makes up 20% of GDP and is most likely to be disrupted. Fintech started in the 1860s with inventions like the Pantelegraph and has evolved through different phases. There are different types of fintech players including financial service providers, users, technology solution providers, and they can cooperate, coopete, or compete. The document suggests areas in fintech 2.0 to focus on include the underserved, improving user experience, lowering prices, customer wellbeing, analytics, technology, and adapting to regulation changes. It promotes starting a fintech venture through a Formathon event to build skills and
This document discusses the role of multinational companies in India. It begins by defining multinational companies as enterprises with services across multiple countries globally. It then outlines some of the key roles multinational companies play in developing countries like India, such as filling savings, trade, revenue, and technological gaps. While multinationals can provide benefits like capital, jobs, and skills, they may also concentrate resources in modern sectors, undermine local entrepreneurship, influence government policies, and produce goods that are inappropriate for local needs. Overall, the document analyzes both the positive and negative impacts of multinational corporations on economic development.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
Nell'ambito dei corsi "DoLab Design" di DoLab School, un corso molto "pratico" è stato quello di User Experience e User Interface. Qualche dato e "take away" dal docente Nicola Di Cosmo.
Mastering business strategy simplifying the complexMichaelcmcdermott
This document provides an overview of various perspectives on business strategy presented by notable authors. It begins by summarizing Henry Mintzberg's view of deliberate versus emergent strategy. It then summarizes Michael Porter's perspective on competitive strategy and industry analysis. Next it discusses Clyde Prahalad and Gary Hamel's views on core competencies and strategic intent. The document also summarizes Blue Ocean Strategy proposed by W. Chan Kim and Renee Mauborgne. Finally, it briefly discusses the works of Richard Rumelt, Cynthia Montgomery, A.G. Lafley and Roger Martin, and Rita McGrath regarding defining problems, the role of the strategist, integrated strategic choices, and the end of competitive advantage.
This document provides the course syllabus for Strategic Management (571309) taught by Dr. K. Prabhakar at Velammal Engineering College, Chennai. The course is offered in the third semester of the MBA program. It covers 5 units related to strategic management concepts and frameworks. The course objectives focus on applying analytical tools to understand industry dynamics and formulate strategies. Teaching methods include lectures, case studies, and a project. Readings from Harvard Business Review on topics like strategic intent, competitive forces, core competencies, and the balanced scorecard are also assigned.
Forest became successful through a combination of deliberate and emergent strategies. Their strategy emerged through a pattern of decisions over time as both the environment and opportunities changed, with leadership providing some control over strategic processes but also allowing flexibility. Both strategic planning and emergent learning alongside it are important for organizations to adapt successfully to an unpredictable environment.
Trompenaars identified seven cultural dimensions that influence business practices across cultures: universalism vs particularism, communitarianism vs individualism, neutral vs emotional, diffuse vs specific, achievement vs ascription, human-time relationship, and human-nature relationship. These dimensions can help multinational companies understand differences in areas like contracting, incentives, team dynamics, criticism, promotion practices, and more when operating across cultures.
The document discusses international strategy and provides frameworks for assessing internationalization potential, sources of competitive advantage, types of international strategies, market selection, entry modes, performance impacts, and subsidiary roles. Key factors in internationalization include drivers of globalization, Porter's Diamond model of national advantages, and the four main international strategies. Markets should be evaluated based on attractiveness, distance, and retaliation risk. Common entry modes are exporting, licensing, joint ventures, and foreign direct investment. Internationalization may follow an inverted U-shape performance relationship.
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
This report analyzes the global asset management industry from 2006-2015. It profiles 266 companies and provides historical and projected data on assets under management in regions around the world. The document discusses key trends in the industry like increased regulation, new investment options, and consolidation through mergers and acquisitions of asset managers. It also covers major types of investment products and recent launches or acquisitions within the asset management space.
The document discusses global strategy for international expansion. It outlines factors like the PESTEL framework that influence business across geographies. The strategic choices are about standardizing vs customizing products, prioritizing markets, and choosing locations. The "Three A's" framework discusses adapting, aggregating, and arbitrating opportunities globally. Companies must decide whether to own activities through in-house operations or partner locally. The journey model outlines identifying opportunities, analyzing feasibility, and formulating strategies using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation and customer focus are key to global success. Balance, strategic fit, and timing are important principles for international growth.
The document discusses global strategy for international expansion. It outlines factors like political, economic, social, technological, ecological and legislative differences across geographies that influence business. The strategic choices are about standardizing vs customizing products, prioritizing markets, and locating activities based on volatility. The three A's of global strategy are adaptation, aggregation, and arbitrage. Companies must decide whether to own activities in foreign markets or partner locally. The journey model involves identifying opportunities, analyzing feasibility, and formulating the strategy using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation with customer focus leads to global success. Balance, deciding where to compete/collaborate, decentralized execution, and
The document discusses India's transition to a liberalized, privatized, and globalized economy through the LPG model since 1991. It outlines the three pillars of liberalization, privatization, and globalization and how they have impacted key sectors in India like industry, finance, trade, and migration. It provides details on foreign direct investment and foreign institutional investment in India, describing their benefits and major investing countries and sectors. The summary discusses how economic reforms have transformed India from a socialist to a market-based economy and its implications.
The notion that the Bottom of the Pyramid (BOP) consumers is a segment that is not important for the long-term viability of most of the businesses is no more classified as ‘accepted wisdom’. There is a shift in thinking of MNCs which now are considering BOP consumers as a potential source of revenues as well as drivers of innovation. Targeting the subsistence marketplaces poses various challenges for MNCs, but has favourable outcomes for BOP participants, economy and business organizations. This paper identifies the challenges of launching products targeting BOP markets in India and discusses the implications for consumers, national economy, and companies targeting BOP consumers.
(1) This document provides a summary of the October 2012 issue of a business magazine. It includes articles on FDI in India, comparative advertising between brands, the world's best banks, and an interview with the COO of Dion Global Solutions.
(2) The interview discusses Dion Global's strategy for serving international markets, opportunities in the Middle East, software piracy prevention, wealth management solutions, what differentiates them from competitors, and expectations for fresh graduates.
(3) Other articles analyze debates around allowing foreign direct investment in India's retail sector, competitive "ad wars" between brands like Pepsi and Coke, and a list of the world's top performing banks according to various criteria.
This document provides definitions and context for key terms related to international business and globalization. It discusses how declining trade barriers and technological changes have driven globalization by facilitating greater cross-border trade and foreign direct investment. Specifically, it explains how trade liberalization through agreements like GATT and WTO has reduced tariffs and encouraged countries to specialize according to comparative advantage. It also outlines some characteristics of global firms and how production and markets have become globalized.
Collection of Mergers and Acquisitions and Integration case histories from my first-hand experiences at GE, Fiat, Indesit, Corus, Areva, with lessons learned
The document discusses the opportunities in fintech presented by the 4th Industrial Revolution and exponential technologies. It notes that finance makes up 20% of GDP and is most likely to be disrupted. Fintech started in the 1860s with inventions like the Pantelegraph and has evolved through different phases. There are different types of fintech players including financial service providers, users, technology solution providers, and they can cooperate, coopete, or compete. The document suggests areas in fintech 2.0 to focus on include the underserved, improving user experience, lowering prices, customer wellbeing, analytics, technology, and adapting to regulation changes. It promotes starting a fintech venture through a Formathon event to build skills and
This document discusses the role of multinational companies in India. It begins by defining multinational companies as enterprises with services across multiple countries globally. It then outlines some of the key roles multinational companies play in developing countries like India, such as filling savings, trade, revenue, and technological gaps. While multinationals can provide benefits like capital, jobs, and skills, they may also concentrate resources in modern sectors, undermine local entrepreneurship, influence government policies, and produce goods that are inappropriate for local needs. Overall, the document analyzes both the positive and negative impacts of multinational corporations on economic development.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
This document outlines the learning objectives and assessment methods for an Advanced Strategy course. The course will cover growth strategy, innovation, strategic choices, and the strategy development process. Students will be evaluated based on two group case study assignments and an individual exam assessing their understanding of strategic concepts. The course materials will come from textbooks on strategy and entrepreneurship to help students develop analytical skills for strategic decision-making.
The 2009 strategic alliance between Chrysler and Fiat provided both companies opportunities to address weaknesses. Chrysler gained access to Fiat's fuel efficient vehicle platforms and technology to comply with its government bailout conditions, while Fiat gained entry into the lucrative North American market. However, challenges integrating the corporate cultures and brands exist. The alliance allowed both companies to survive the economic crisis but synergies have been slow to realize. Fiat has continued restructuring in Europe with job cuts due to financial losses while Chrysler's new Dart model from the alliance has struggled with slow sales.
Emerging Tech and Emerging Economies -- 2009.08.19 Stephen Goodman Presentati...svmn
"Emerging Engagement Models/ Lessons at the intersection of emerging technologies and emerging economies." Presented by Stephen Goodman to Silicon Valley Microfinance Network (SVMN) August 19, 2009.
1. The document discusses strategic alliances between companies. Strategic alliances are agreements between independent companies to achieve common goals. They allow companies to access resources and capabilities they cannot develop alone.
2. Alliances have become more common due to factors like globalization, technological changes breaking down sector barriers, and intensifying competition. Companies now form alliances to access new opportunities through constant innovation, in addition to pursuing objectives like market penetration and economies of scale.
3. Goals of alliances include setting global standards, confronting competition, and overcoming protectionist barriers in new markets. Examples are provided.
1. The document discusses strategic alliances between companies. Strategic alliances are agreements between independent companies to achieve common goals. They allow companies to access resources and capabilities they cannot develop alone.
2. Alliances have become more common due to factors like globalization, technological changes breaking down sector barriers, and intensifying competition. Companies now form alliances to access new opportunities through constant innovation, in addition to pursuing objectives like market penetration and economies of scale.
3. Goals of alliances include setting global standards, confronting competition, and overcoming protectionist barriers in new markets. Examples are provided.
1. 1
Massimiliano G. Falcone
MICRI VI a.a. 2011/2012 Massimiliano G. Falcone
2. Marketing communication
and Business strategy
Who?
Target Mkt Target Mkt
How?
Product Organization Mktg Mix Organization
From vision… … to the business
What?
concept
2 Massimiliano G. Falcone
3. Marketing
(archaic, until the 1920’s), shopping, going to market
Buying and selling in a market
Marketing
Marketing is the social process by which individuals and
groups obtain what they need and want through creating and
exchanging products and value with others
Kotler
Marketing is the activity, set of institutions, and processes for
creating, communicating, delivering, and exchanging offerings
that have value for customers, clients, partners, and society at
large.
American Marketing Association
3 Massimiliano G. Falcone
4. Social, Political,
Corporate
Institutional
Marketing &
Marketing &
Communication
Communication
Market Analysis Stakeholders’
Requirements
& Selection Analysis
Designing
Entry Mode
strategic relations
Strategies
and local alliances
Communication Communication
strategies strategies
4 Massimiliano G. Falcone
6. International Marketing consists of
• finding and satysfying global customer needs better
than competition, both domestic and international
• and of coordinating marketing activities with the
constraints of the global environment
Target
Market
6 Massimiliano G. Falcone
17. Porter’s Diamond
• How the national playing field can contribute to the
competitive advantage of the industry? (1/6)
• What is nations’ e.g., Japan: “an island
position in terms of nation with no natural
Factor
factors of resources” – invented
conditions
production (labour, JIT to save space
land, infrastructure,
capital, natural
resources, etc.)?
17 Massimiliano G. Falcone
18. Porter’s Diamond
• How the national playing field can contribute to the
competitive advantage of the industry? (2/6)
• Does the home demand
gives the companies a
clearer or earlier picture
of emerging buyer
Factor needs? Demand
conditions conditions
• Do demanding buyers
push for innovation?
• Is the size of the home
market permit to get the
“critical mass”?
18 Massimiliano G. Falcone
19. Porter’s Diamond
• How the national playing field can contribute to the
competitive advantage of the industry? (3/6)
• Do national suppliers
offer most cost-effective
inputs of the needed
quality in an efficient,
Factor Demand
rapid way?
conditions conditions
Supporting
industries
19 Massimiliano G. Falcone
20. Porter’s Diamond
• How the national playing field can contribute to the
competitive advantage of the industry? (4/6)
Firms
strategy,
structure &
Rivalry
Factor • Do national property andDemand
conditions capital markets structure
conditions
reflect the needs of a
particular industry?
e.g., family firms in Italy who
Supporting extraordinary
offer an
industries
flexibility, niche marketing,
customized products in
furniture, footwear, lighting
20 Massimiliano G. Falcone
industry
21. Porter’s Diamond
• How the national playing field can contribute to the
competitive advantage of the industry?(5/6)
Firms
Government • Does government contribute
strategy,
to structure & of specialized
the creation
factors (skilled labour,
Rivalry
R&D)..?
Factor • Does it avoid intervening in Demand
conditions markets and protects conditions
competition?
• Does it enforce safety,
product and environmental
standards?
Supporting
industries
21 Massimiliano G. Falcone
22. Porter’s Diamond
• How the national playing field can contribute to the
competitive advantage of the industry? (6/6)
Firms
Government strategy,
structure &
Rivalry
Factor Demand
conditions conditions
Industry
Supporting
Case
industries
22 Massimiliano G. Falcone
23. Welcome 欢迎 Hoşgeldin
BenvenuO Huānyíng
Bienvenue 歓迎
ﻣﺮﺣﺒﺎ ﺑﻜﻢ
Bem‐vindo (Kangei)
Mrḩbā Bkm ﺭ
Bienvenido Спасибо
23
Добро пожаловать
Massimiliano G. Falcone
Willkommen (Spasibo) Dobro pozhalovat′
24. A Challenge
Please draw a map of the world as best you can within 5 minutes
Name as many of the countries as you can
Mark an country you have visited for a week or longer
24 Massimiliano G. Falcone
26. The true size of
Africa
Source:
The Economist
By kay Krause
October 2010
26 Massimiliano G. Falcone
27. Population
Major religions
ranked by size
Source: CIA Factbook
27 Massimiliano G. Falcone
28. Another way to
view the world
Languages Number of speakers
Mandarin 1,213,000,000
Spanish 329,000,000
Languages
English 328,000,000
Hindi-Hurdu 221,000,000
Arabic 182,000,000
Bengali 181,000,000 Source: Ethnologue,
16th Edition
Portuguese 178,000,000
(2009)
Russian 144,000,000
Japanese 122,000,000
German 90,000,000
28 Massimiliano G. Falcone
29. Cultural Map
of
the World
Inglehart-Welzel
29 Massimiliano G. Falcone
30. Another way to
view the world
If we could shrink the world into a village of 100 people:
50 would be female: 50 would be male
26 would be children
8 would be over 65
60 would be Asian
• 5 would speak English
• 16 would suffer from malnutrition
• 23 would have not a place to shelter them from the wind and the rain
• 13 would not have access to clean, safe drinking water
• 7 would have a college education
• 22 would own or share a computer
In 2006, only 1 person out of 100 would have had a college education
The world’s 1,210 current billionaires, Forbes reported in March 2011,
hold a combined wealth that equals over half the total wealth
30 Massimiliano G. Falcone
33. Communication Process
Through a Medium:
• verbal: low context – high context
• non verbal
Encode Decode
Sender/Encoder Message Receiver/Decoder
Rumor
Feed-back Response
33
Massimiliano G. Falcone
34. • Message
It consists of both verbal (spoken and wriTen) and non‐verbal symbols in order to
transfer an informaOon
• Sender – Encoder
As a sender – encoder, you use symbols that express you message and create the
desired response
• Receiver – Decoder
The message receiver is your reader or listener also known as decoder, as s/he
decodes your encoded message. Receiver is influenced by his context and by his
mental filter
• Feedback
Feedback can be a desire acOon, an oral or wriTen message, or simply a silence
34 Massimiliano G. Falcone
36. Coca-Cola in China was first rendered as Ke-kou-ke-la
Coke did not discover until
after thousands of signs had
been printed that the phrase
means or “female horse
stuffed with wax,”
Coke then researched 40,000
Chinese characters and found a
close phonetic equivalent, “ko-
kou-ko-le,” which can be loosely
translated as “happiness in the
mouth.”
36 Massimiliano G. Falcone
37. The American slogan for Salem cigarettes, “Salem—Feeling Free”
translated in the Japanese market into “When smoking Salem, you feel
so refreshed that your mind seems to be free and empty”
Nike Air shoes showing flaming logo Nike Air flaming logo Nike offended
Muslims in June, 1997 when the "flaming air" logo for its Nike Air sneakers
looked too similar to the Arabic form of God's name, "Allah”
Nike pulled more than 38,000 pairs of sneakers from the market
37 Massimiliano G. Falcone
38. Drakkar Noir: Sensuality and touch culture
in Europe and Saudi Arabia
Source: Field (1986)
38 Massimiliano G. Falcone
39. Colgate introduced a toothpaste in France called Cue
was the name of a local porno magazine
Scandinavian vacuum manufacturer Electrolux
39 Massimiliano G. Falcone
41. Verbal
Lost in transla6on
Business / Busy Negocio / Ocio
Coca‐Cola: “Can’t beat the feeling” “I feel Coke” “The feeling of life” “Sensazione
unica”
“Today is a
beauOful day”
Visual (colors, nude…)
Role (gender, age, dressing codes/look, context…)
Symbolic language (6ger in Esso, Jeans)
41
Massimiliano G. Falcone
42. Culture Context
Low‐context countries: more High‐context countries: meaning is
emphasis is placed on words, determined by nonverbal cues, social
directness, and 6me (deadlines and rela6onships and indirect
schedules) communica6on such as metaphors
and aphorisms
42 Massimiliano G. Falcone
45. Technology Political
Educational Dress Structure
Theory
Family Patterns System Language
Development
Customs Music
Social
Stratification Behavior Economic
Food System
Architecture
Climate Demography
Beliefs, values,
assumptions and norms
History
Geography Genetics
45 Massimiliano G. Falcone
46. Culture is the collective programming of the mind which distinguishes the
members of one human group from another.
• ulture is learned
C
• ulture is interrelated
C
• ulture is shared
C
Individual culture
National/
behaviour/
Regional culture
opinions
Culture
Business/
Company culture
industry culture
46 Massimiliano G. Falcone
47. A Challenge
Please write words that relate to
“Cross - Culture”
47 Massimiliano G. Falcone
48. A Challenge: Words
Did any of the following words appear into
your definition?
For Cross Culture:
Cultural Interaction Two or more
Global Different Cultures
Intercultural (Syn) Cultural Spheres
Human Activities Multiple Cultures
Together Understanding
Interdisciplinary Languages
Orientation
48 Massimiliano G. Falcone
49. Definition: Cross-Cultural
Interacting with &/or
comparing two or more
cultures, & understanding
their values, beliefs, &
norms.
49 Massimiliano G. Falcone
51. Culture Context
Low-context countries: more High-context countries: meaning
emphasis is placed on words, is determined by nonverbal cues,
directness, and time (deadlines social relationships and indirect
and schedules) communication such as
metaphors and aphorisms
51 Massimiliano G. Falcone
52. Cultural Dimensions (Geert Hofstede )
Uncertainty
Power Distance
Avoidance
Cultural
Dimensions
Feminine Vs. Collectivism Vs.
Masculine Individualism
52 Massimiliano G. Falcone
53. Hofstede’s Cultural Dimensions
• Extent to which less powerful members of
Power Distance
institutions and organizations accept that
power is distributed unequally
– High power distance countries: people blindly
obey the orders of their superiors, centralized
and tall organization structures
– Low power distance countries: flatter and
decentralized organization structures, smaller
ratio of supervisors
53 Massimiliano G. Falcone
54. Hofstede’s Cultural Dimensions
• Extent to which people feel threatened by ambiguous
Power situations and have created beliefs and institutions that
Distance try to avoid such situations
– High uncertainty avoidance countries: people
Uncertainty have high need for security, strong belief in
experts and their knowledge, structured
Avoidance
organizational activities, more written rules, less
risk taking by managers
– Low uncertainty avoidance countries: people
are more willing to accept risks associated with
the unknown, less structured organizational
activities, fewer written rules, more risk taking
by managers, higher employee turnover, more
ambitious employees
54 Massimiliano G. Falcone
55. Hofstede’s Cultural Dimensions
• Individualism: Tendency of people to look after
Power Distance
themselves and their immediate family only
– Countries high in individualism: tend to be
wealthier, support protestant work ethic, greater
Uncertainty individual initiative, promotions based on market
Avoidance
value
• Collectivism: Tendency of people to belong to
Individualism/ groups or collectives and to look after each other in
Collectivism
exchange for loyalty
– Countries high in collectivism: tend to be poorer,
less support for protestant work ethic, less
individual initiative, promotions based on
seniority
55 Massimiliano G. Falcone
56. Hofstede’s Cultural Dimensions
• Masculinity: a culture in which the dominant social
Power Distance
values are success, money and things
– Countries high in masculinity: great importance
on earnings, recognition, advancement,
Uncertainty challenge, and wealth. High job stress.
Avoidance
• Femininity: a culture in which the dominate social
values are caring for others and the quality of life
Individualism/ – Countries high in femininity: great importance
Collectivism
on cooperation, friendly atmosphere,
employment security, group decision making,
and living environment. Low stress and more
Masculinity/
employee freedom.
Femininity
56 Massimiliano G. Falcone
60. Time
Monochronic Polychronic
• Time viewed as scarce resource; • Time is seen as plentiful,
tangible commodity; “time is indefinitely available; no
money”. economic value.
• Prefer to deal with one task at a • Stress involvement with people;
time; low tolerance for able to do several things at the
interruptions. same time; interruptions the
• Linear view of time: divided into norm.
precise, distinct units; • Cyclical view of time: more
scheduling, deadlines and patience and less urgency;
punctuality valued. natural rhythm to events.
Temporal Orientations:
Past: Emphasize Present: Focus on Future: Emphasis
role of past in “here and now”; on planning, setting
present situation. fatalistic element. goals; future will be
“bigger and better”.
60 Massimiliano G. Falcone
61. Nature of Reality and Truth
Facts vs Feeling
• Truth is synonymous with • Truth is determined
facts and figures. through interpretation,
reasoning and logic.
• Rationality is valued over
emotion. • Intuition and emotion are
valued to balance
• An inductive approach is
rationality.
favored : theory is derived
from data and experience. • A deductive approach is
favored: solutions are
derived from theory.
61 Massimiliano G. Falcone
62. A framework for conceptualizing underlying
cultural assumptions
Bridging Assumptions
• rientation to Space
O
External Adaptation Internal Integration
Distant/Intimate • uman Nature
H
• an’s Relationship with Nature
M Basically good / Basically
Control/Harmony/ • rientation to Time
O • ature of Human Relationships
N
Constraint Task /Relationship
High Tolerance /Low Monochronic /Polychronic
Masculinityfemininity
Tolerance of uncertainty Past/Present/ Future
• ature of Human Activity
N Individualistic/Collectivist
• ommunication Style
C
Doing / Being Universal/Particular
• ature of Reality and Truth
N
Egalitarian / Hierarchical
Facts feelings High Context /Low Context
Instrumental/Expressive
Adapted from: Schneider, S.C. & Barsoux, J-L., 2003. Managing Across cultures, 2nd Ed. Harlow England: Prentice Hall/FT.
62 Massimiliano G. Falcone
64. Nonverbal Communication
all elements of communication that do not involve words
Functions of Nonverbal Communication
• To provide information
• To regulate interaction
• To express or hide emotion and affect
• To express power and control
64 Massimiliano G. Falcone
65. Nonverbal Communication
Proxemics
• an individual’s perception & use of space
Kinesics
• study of body movements, including posture
Facial & Eye Behavior
• movements that add cues for the receiver
Paralanguage
• variations in speech, such as pitch, loudness, tone,
duration, laughing-crying
65 Massimiliano G. Falcone
66. Proxemics: Territorial Space
Territorial Space –
bands of space extending outward from the body;
territorial space differs from culture to culture
a = intimate < 15 cm
to 46 cm
b = personal 46 to 76 cm
76 to 120 cm
c = social 1.2 to 2.1 m a
2.1 to 3.7 m b
c
d = public 3.7 to 7.6 m d
66 Massimiliano G. Falcone
67. SPACE
BODY LANGUAGE
67 Massimiliano G. Falcone
68. Facial and eye behaviour
Paralanguage
68 Massimiliano G. Falcone
69. the GLOBE Project: Global Leadership
and Organizational Behaviour Effectiveness
• 9 Dimensions:
– Uncertainty avoidance
– Power distance
– Collectivism I: Social collectivism
– Collectivism II: In-group collectivism
– Gender egalitarianism
– Assertiveness
– Future orientation
– Performance orientation
– Humane orientation
69 Massimiliano G. Falcone
70. Introduction to GCI
Policies
the set of
Institutions
Factors
responsible
for the level
of economic
prosperity
Measured by the Global
Competitiveness Index
70 Massimiliano G. Falcone
71. Impossibile trovare nel file la parte immagine con ID relazione rId1. Impossibile trovare nel file la parte immagine con ID relazione rId2. Impossibile trovare nel file la parte immagine con ID relazione rId3.
Factor Efficiency Innovation
Driven Driven Driven
Economy Economy Economy
71 Massimiliano G. Falcone
72. Criteria of deciding the stages
• Percent of specific types of goods allocated in total
export
• Level of GDP per capita at market exchange rates:
Stage 1 Factor Driven GDP/Cap < 2.000
• Transition from stage 1 to stage 2 2.000-3.000
Stage 2 Efficiency Driven GDP/Cap 3.000-9.000
• Transition from stage 2 to stage 3 9.000-17.000
Stage 3 Innovation Driven GDP/Cap > 17.000
72 Massimiliano G. Falcone
73. •
1) Institutions
Key for
Basic 2) Infrastructure
3) Macroecon. stability factor-driven
requirements 4) Health and primary economy
education
1) Higher education
2) Goods mkt efficiency Key for
Efficiency 3) Labor mkt efficiency efficiency-
Enhancer 4) Financial mkts driven
5) Technology economy
6) Mkt size
Key for
1) Business
Innovation sophistication innovation-
factors driven
2) Innovation
economy
73 Massimiliano G. Falcone
77. “Strategy” derives from the Greek:
* "stratos" – meaning army.
* "ago" – which is the ancient Greek for leading/guiding/moving.
Rooted in the Military
Originated in business with
the emergence of the business
schools (Wharton and Harvard)
77 Massimiliano G. Falcone
79. The AFI Strategy framework
External
Analysis:
- Market
- Industry
- Competition
Internal
Analysis:
Implementation
Resources and
Competencies
Formulation:
Corporate Formulation:
Strategy: Business
Diversification, Strategy:
differentiation, Innovation and
cost leadership. competitive
Acquisitions, advantage
alliances
79 Massimiliano G. Falcone
80. Home Country Target Country
Factors Factors
PEST
Foreign Market
Entry Mode
Decision
SWOT
Firm’s Firm’s
Products/Services Resources/Capabilities
80 Massimiliano G. Falcone
81. From Environmental uncontrollables to controllable resources and capabilities
Political Economic
Legal Forces
Cultural Political Compet. Competitive
forces Legal Price Product Forces
Promotion Distribution
Economic climate
Geography Level of
Infrastructure Technology
Structure of
Distribution
81 Massimiliano G. Falcone
84. Adapted from: Mintzberg, H. “The Strategy Concept
Deliberate versus Emergent Strategies
Sustained
Superior
Realized Performance
Unrealized Strategy
Strategy
Emergent Strategy
84 Massimiliano G. Falcone
85. 85 MICRI VI a.a. 2011/2012 Massimiliano G. Falcone
86. 86 MICRI VI a.a. 2011/2012 Massimiliano G. Falcone
87. 87 MICRI VI a.a. 2011/2012 Massimiliano G. Falcone
88. Abell’s Framework
for Defining the Business
Source: D. F. Abell, Defining the Business: The Starting Point of
Strategic Planning (Englewood Cliffs, Prentice Hall, 1980)
88 Massimiliano G. Falcone
89. Ambidexterity
capable of exploiting existing competencies as well as exploring
new opportunities with equal dexterity
EXPLOIT EXPLORE
Refinement, choice, search, variation,
production, risk taking,
efficiency, selection, experimentation,
implementation, play, flexibility,
execution discovery,
innovation
89 Massimiliano G. Falcone
90. 90 MICRI VII a.a. 2012/2013 Massimiliano G. Falcone