Cross-cultural problems in international marketing.

Cross-cultural communication.

Cultural problems in international marketing:

-misjudging both corporate culture and the market

-employ managers from different country

-useing a distribution system unlike the usual one for the country they are based.

-WRONG MARKETING STRATEGY IN GENERAL

The marketing mix

The most common variables used in constructing a marketing mix are Price, Promotion, Product, and Placement. These are sometimes referred to as the four Ps. Each of these ideas can also be seen from a consumer's perspective. So, Product converts into Customer Solution, Price into Cost, Place into Convenience, and Promotion into Communication. These are the four Cs.

The concept of mix coherency refers to how well the components of the mix are blended together. For example, a strategy of selling expensive luxury products in discount stores has poor mix coherency between Product and Placement. Mix dynamics refers to how the mix is adapted to a changing business environment, to changes in the organization's resources, and to changes in the product life cycle

Cross-cultural communication (also frequently referred to as intercultural communication, which is also used in a different sense, though) is a field of study that looks at how people from differing cultural backgrounds communicate, in similar and different ways among themselves, and how they endeavour to communicate across cultures.

As for cultural sketch. For example Arabs are more people-oriented, they are sociable, and sometimes even seems that they are very time-wasting, but it is not so, they just want to know more about you, your country, and family. Their discussion is conducted at a leisurely pace over tea. Their entering a meeting, general introduction begins with handshake. In the contrast the British are more reserved. They keep an acceptable distance, prefer a minimum eye-contact, don’t ask personal questions and are not fond of small talks. We are like Arabs. Formal meetings tend to be very structural and serious. It should be treated accordingly. We prefer ti interact in a casual way.

21. The role of a manager today’s business world.

Like most things in our modern, changing world, the function of management is becoming more complex. The role of the manager today is much different from what it was one hundred years, fifty years or even twenty-five years ago. At the turn of the century, for example, the business manager's objective was to keep his company running and to make a profit. Most firms were production oriented. Few constraints affected management's decisions. Governmental agencies imposed little regulations on business. The modern manager must now consider the environment in which the organisation operates and be prepared to adopt a wider perspective. That is, the manager must have a good understanding of management principles, an appreciation of the current issues of the total economic, political, social, and ecological system in which we live, and he must posses the ability to analyze complex problems.

The modern manager must be sensitive and responsive to the environment — that is he should recognize and be able to evaluate the needs of the total context in which his business functions, and he should his understanding.

Modern management must possess the ability to interact in an ever-more-complex environment and to make decisions that will allocate scarce resources effectively. A major part of the manager's job will be to predict what the environment needs and what changes will occur in the future.

In short:

- Knowledge (science) without skill (art) is useless, or dangerous:

- Skill (art) without knowledge (science) means stagnancy and inability to pass on learning;

Like the physician, the manager is a practitioner. As the doctor draws on basic sciences of chemistry, biology, and physiology, the business executive draws on the sciences of mathematics, psychology, and sociology.

Date: 2016-01-05; view: 1503