Cultural skills necessary for multinational and global marketing
With innumerability already established, let us turn to basics. The following is a universal truth: communication is the ruler by which we measure relationship. This is perhaps the most fundamental challenge for multicultural marketing (the sum whole of communication). However, there are no phrase books, machine translations or handheld translators for the nonverbal (yet ). Here we have to work with what we have, which essentially is constituted by personal experience, leveraging (through employment or otherwise) the indigenous citizens and/or the still developing collections of such information as it exists online (Executive Planet, Kwintessential, etc.)(“Executive Planet“, 2010)(Kwintessential Ltd, 2010). To the degree to which the communication is clean and complete, to that degree the playing field is even. And, that is just getting to “even” (other citizen-like).
The cultural skills necessary to develop such an internal database necessarily marry the acquisition of the dataset just referred to in the preceding paragraph, along with practice. Naturally, practice does not occur in a vacuum. Other fundamental skills that inform practice itself will include the degree to which one has established (or is establishing) other soft skills.
Integrating the various skill sets that constitute professionalism, relationship expertise and the like, such as being hyper-vigilant and being able to make sense of the relationships one is witnessing (between person(s) and person(s), person(s) and thing(s), etc.). Such studied and weighed visual acumen necessarily considers nuance and differences from one configuration to the next. A similar heightened sensitivity applies to listing skills. Naturally, seeing and hearing are not separate, and need to be understood as contributing to each other.
Some kinesthetics are graphic, and consequently readily available through online secondary research; such as never exposing the sole of your foot anywhere throughout Asia (a serious insult). However, see if you can find anything on burping in Indonesia. The likelihood is that you will not, and it is impolite. Such an eructation in China, at the end of a good meal, is a compliment, for which online secondary research is well established. Herein lies the need to acknowledge that what is true in one part of Asia is not necessarily true in another, and if there is no readily available research do not assume.
Differences in Asian and American cultural priorities (and ways to minimize their effects)
Whether we are speaking of Trompenaars, Hofstede or the like, the broad-brush stroke does indicate some significant differences, particularly as regards individualism and long-term orientation.
From a marketing perspective, however, can one stumble across such information call it a day (?) - certainly not. While there is not one country in Asia that comes close to the individuality metric quite like the US, the further one goes west in Asia the higher that ranking goes. Long-term orientation, by contrast, varies as well without adhering to any pattern in particular.
One weighing consideration was ways to minimize effects of this infinite menu of nonverbal communication. This writer will have to presume that the origin of the question is derived from a space seeking to avoid errors, embarrassments and the like (we do not wish to actually minimize any expression as such). This boils down to preparing yourself as well as possible through every available means that a cost-benefit analysis will afford. Typically, this includes any possible travel, embracing the culture wherever one can find it (restaurants, societies, houses of worship, etc.), ripping public library CDs for regular future and ongoing audio exposure (typically language CDs to mp3 players) and all possible research (both on and off-line).
Conclusion
Do your homework, research and whatever else you can to shrink the knowledge gap and what this writer is coining as “the being gap”. Cull all the ways (and alternative ways) of expanding this new being skill.
Among the most endearing qualities of humanity is that no matter where you are, we have more in common than we do not, and across most cultures (including throughout Asia and the US) we tend to be forgiving - especially if the newcomer is making a sincere effort.
The phrase, “don't worry, be happy” comes from a larger quote that serves well here, attributable to Avatar Meher Baba, the larger quote goes: “Do your best – then don’t worry, be happy.”
References
Executive Planet. (2010). Retrieved from http://www.executiveplanet.com/index.php?title=Main_Page
Hofstede, G. (2009). Geert Hofstede™ Cultural Dimensions. Retrieved from http://www.geert-hofstede.com/
Kwintessential Ltd. (2010). Language, Culture, Customs and Etiquette - Japan - Language, Culture, Customs and Etiquette - Sweden. Retrieved September 25, 2010, from http://www.kwintessential.co.uk/resources/global-etiquette/
Monday, January 31, 2011
Friday, January 28, 2011
Silent Language Complexity American & Asia - marketing [2of3]
Cultural skills necessary for multinational and global marketing
With innumerability already established, let us turn to basics. The following is a universal truth: communication is the ruler by which we measure relationship. This is perhaps the most fundamental challenge for multicultural marketing (the sum whole of communication). However, there are no phrase books, machine translations or handheld translators for the nonverbal (yet ). Here we have to work with what we have, which essentially is constituted by personal experience, leveraging (through employment or otherwise) the indigenous citizens and/or the still developing collections of such information as it exists online (Executive Planet, Kwintessential, etc.)(“Executive Planet“, 2010)(Kwintessential Ltd, 2010). To the degree to which the communication is clean and complete, to that degree the playing field is even. And, that is just getting to “even” (other citizen-like).
The cultural skills necessary to develop such an internal database necessarily marry the acquisition of the dataset just referred to in the preceding paragraph, along with practice. Naturally, practice does not occur in a vacuum. Other fundamental skills that inform practice itself will include the degree to which one has established (or is establishing) other soft skills.
Integrating the various skill sets that constitute professionalism, relationship expertise and the like, such as being hyper-vigilant and being able to make sense of the relationships one is witnessing (between person(s) and person(s), person(s) and thing(s), etc.). Such studied and weighed visual acumen necessarily considers nuance and differences from one configuration to the next. A similar heightened sensitivity applies to listing skills. Naturally, seeing and hearing are not separate, and need to be understood as contributing to each other.
Some kinesthetics are graphic, and consequently readily available through online secondary research; such as never exposing the sole of your foot anywhere throughout Asia (a serious insult). However, see if you can find anything on burping in Indonesia. The likelihood is that you will not, and it is impolite. Such an eructation in China, at the end of a good meal, is a compliment, for which online secondary research is well established. Herein lies the need to acknowledge that what is true in one part of Asia is not necessarily true in another, and if there is no readily available research do not assume.
With innumerability already established, let us turn to basics. The following is a universal truth: communication is the ruler by which we measure relationship. This is perhaps the most fundamental challenge for multicultural marketing (the sum whole of communication). However, there are no phrase books, machine translations or handheld translators for the nonverbal (yet ). Here we have to work with what we have, which essentially is constituted by personal experience, leveraging (through employment or otherwise) the indigenous citizens and/or the still developing collections of such information as it exists online (Executive Planet, Kwintessential, etc.)(“Executive Planet“, 2010)(Kwintessential Ltd, 2010). To the degree to which the communication is clean and complete, to that degree the playing field is even. And, that is just getting to “even” (other citizen-like).
The cultural skills necessary to develop such an internal database necessarily marry the acquisition of the dataset just referred to in the preceding paragraph, along with practice. Naturally, practice does not occur in a vacuum. Other fundamental skills that inform practice itself will include the degree to which one has established (or is establishing) other soft skills.
Integrating the various skill sets that constitute professionalism, relationship expertise and the like, such as being hyper-vigilant and being able to make sense of the relationships one is witnessing (between person(s) and person(s), person(s) and thing(s), etc.). Such studied and weighed visual acumen necessarily considers nuance and differences from one configuration to the next. A similar heightened sensitivity applies to listing skills. Naturally, seeing and hearing are not separate, and need to be understood as contributing to each other.
Some kinesthetics are graphic, and consequently readily available through online secondary research; such as never exposing the sole of your foot anywhere throughout Asia (a serious insult). However, see if you can find anything on burping in Indonesia. The likelihood is that you will not, and it is impolite. Such an eructation in China, at the end of a good meal, is a compliment, for which online secondary research is well established. Herein lies the need to acknowledge that what is true in one part of Asia is not necessarily true in another, and if there is no readily available research do not assume.
Thursday, January 27, 2011
Silent Language Complexity American & Asia - marketing [1of3]
Abstract
This paper will serve as a general overview on the consideration of silent language complexities by comparison against a backdrop of American & Asia culture (and to a lesser degree, though with an intended focus, marketing). Please note that while the topic itself is subtle and nuanced, that is not to say such topic can be contained in a paper of just a few pages. Indeed, there is enough fodder here for modest book.
Introduction
Given the fungible arena that is nonverbal and silent language as an expression of culture, let us take a quick look, just by reference, at the seemingly innumerable ways these manifest. Based on this author's previous research and experience, please imagine a cube made up of cubes to represent a three-dimensional matrix.
On one axis (for the purposes of this illustration we will call this the width) we find the countries that constitute Asia (along with a few other configurations and the US). Pan Asian (and beyond), Region Specific – (with attendant notes), Australia, Bangladesh, Bhutan, Brunei, Cambodia, China (The People's Republic of), East Timor, Fiji, India, Indonesia, Japan, Kiribati, Korea North (DPRK / The Democratic People's Republic of) & South (The Republic of), Laos (The Lao People's Democratic Republic), Malaysia, Maldives, Marshall Islands, Micronesia, Mongolia, Myanmar (Burma), Nauru, Nepal, New Zealand, Pakistan (Islamic Republic of), Palau, Papua New Guinea, Philippines, Samoa, Singapore, Solomon Islands, Sri Lanka, Taiwan (Republic of China), Thailand, Tonga, Tuvalu, Vanuatu, Viet Nam. There is the underlying potential for differentiation based on this dimension alone, for this axis inherently expresses marketing factors such as geography, and its own configurations of temperature, proximity to water, mountains, arable land, natural resources and commodities etc. However, taken as a whole, at least to this axis is relatively fixed by the number of countries, which we’ll be using as shorthand to refer to the various cultures (and the non-language expressions that is the topic).
The reader now imagines a skyscraper breaking through clouds below. We have already established one side (that number of windows) of a skyscraper easing into the distance as the width, or countries. As for the height, however, the skyscraper breaks off at the bottom as the unseen to represent the never-ending configurations of human expression and interaction. Someday a sociologist may take this on, and for now, here is a small taste of the direction for you to consider. Proximity … Talking – alone, one on one, multiples, Standing – alone, one on one, multiples, Sitting – alone, one on one, multiples, Lying – alone, one on one, multiples … Introductions … Casual – one on one, multiples, Formal – one on one, multiples, Negotiations – one on one, multiples … Fundamentals … Greeting – one on one, multiples
Please – one on one, multiples, Excuse me – one on one, multiples, Parting – one on one, multiples…. Such headers, sub headers and subordinates to those considerations, as referenced, truly could go on, seemingly forever.
On the third, or depth, axis the reader is somewhat spared. By contrast, this skyscraper side is relatively shallow, for it represents possible relationships. While there may seem to be, as an example, innumerable ways to love, until the other axes are better enunciated, relationships can easily be represented by such characterizations as intimate, family, friend, colleague, business associate, and stranger. If this seemed too easy, it was, for each of these characterizations has yet one other filter: superior, equal and subordinate.
To sum up the introduction, we have imagined a three-dimensional metric made up of the following three axes: country (or thereabouts), configurations of human expression/interaction and relationship. At once, this all seems so simple, while quite possibly unfathomable.
This paper will serve as a general overview on the consideration of silent language complexities by comparison against a backdrop of American & Asia culture (and to a lesser degree, though with an intended focus, marketing). Please note that while the topic itself is subtle and nuanced, that is not to say such topic can be contained in a paper of just a few pages. Indeed, there is enough fodder here for modest book.
Introduction
Given the fungible arena that is nonverbal and silent language as an expression of culture, let us take a quick look, just by reference, at the seemingly innumerable ways these manifest. Based on this author's previous research and experience, please imagine a cube made up of cubes to represent a three-dimensional matrix.
On one axis (for the purposes of this illustration we will call this the width) we find the countries that constitute Asia (along with a few other configurations and the US). Pan Asian (and beyond), Region Specific – (with attendant notes), Australia, Bangladesh, Bhutan, Brunei, Cambodia, China (The People's Republic of), East Timor, Fiji, India, Indonesia, Japan, Kiribati, Korea North (DPRK / The Democratic People's Republic of) & South (The Republic of), Laos (The Lao People's Democratic Republic), Malaysia, Maldives, Marshall Islands, Micronesia, Mongolia, Myanmar (Burma), Nauru, Nepal, New Zealand, Pakistan (Islamic Republic of), Palau, Papua New Guinea, Philippines, Samoa, Singapore, Solomon Islands, Sri Lanka, Taiwan (Republic of China), Thailand, Tonga, Tuvalu, Vanuatu, Viet Nam. There is the underlying potential for differentiation based on this dimension alone, for this axis inherently expresses marketing factors such as geography, and its own configurations of temperature, proximity to water, mountains, arable land, natural resources and commodities etc. However, taken as a whole, at least to this axis is relatively fixed by the number of countries, which we’ll be using as shorthand to refer to the various cultures (and the non-language expressions that is the topic).
The reader now imagines a skyscraper breaking through clouds below. We have already established one side (that number of windows) of a skyscraper easing into the distance as the width, or countries. As for the height, however, the skyscraper breaks off at the bottom as the unseen to represent the never-ending configurations of human expression and interaction. Someday a sociologist may take this on, and for now, here is a small taste of the direction for you to consider. Proximity … Talking – alone, one on one, multiples, Standing – alone, one on one, multiples, Sitting – alone, one on one, multiples, Lying – alone, one on one, multiples … Introductions … Casual – one on one, multiples, Formal – one on one, multiples, Negotiations – one on one, multiples … Fundamentals … Greeting – one on one, multiples
Please – one on one, multiples, Excuse me – one on one, multiples, Parting – one on one, multiples…. Such headers, sub headers and subordinates to those considerations, as referenced, truly could go on, seemingly forever.
On the third, or depth, axis the reader is somewhat spared. By contrast, this skyscraper side is relatively shallow, for it represents possible relationships. While there may seem to be, as an example, innumerable ways to love, until the other axes are better enunciated, relationships can easily be represented by such characterizations as intimate, family, friend, colleague, business associate, and stranger. If this seemed too easy, it was, for each of these characterizations has yet one other filter: superior, equal and subordinate.
To sum up the introduction, we have imagined a three-dimensional metric made up of the following three axes: country (or thereabouts), configurations of human expression/interaction and relationship. At once, this all seems so simple, while quite possibly unfathomable.
Wednesday, January 26, 2011
How will a multinational corporation obtain a superior customer relationship in the Chinese market? [2of2]
Marketing Research Components
The underlying Gallup information wisely took into account matters of geography, population densities, income classes, product categories, work attitudes, etc.
Among the more nuanced discoveries was the reveal of the "third China", second-tier metropolitan areas where first to market and other opportunities still exist. Another reveal: differentiated buying patterns based on differing consumer locales.
Customer Satisfaction
The Gallup effort unearthed even more. One area of scrutiny had to do with brand loyalty, “made in China” and other related statistical metrics. While the Chinese consumer has a tendency to support its domestic goods, the widening choices are making inroads simultaneous to a youth less wedded to such a notion.
As for a competitive environment, it appears that the consumer is appreciative of the widening choices. Increased competition may increase challenges to business, yet increased competition it appears to be, yielding ever more choices. “In Asia, the average person's living standards are currently set to rise by 10,000% in one lifetime!”(Levy, 2005) And so it goes.
Conclusion
This is the kind of information we need more and more of. To be better marketers, managers, strategic planners and so forth we must become Chinese. Any real lack of research may find us getting close enough yet not where we need to be, and that would be an affectation of being Chinese (close but no cigar).
Assuming for a moment one has enough information, one is sensitive enough (and China and business will be a high-growth arena for research for the foreseeable future), how a MNC would maintain any edge in the Chinese market will be predicated on customer service.
Internal customer service will distinguish the FDI and the foreign corporation from the old and tired domestic model. It will do so because it can. It has the resources to give more and has well-developed research to back up exactly how to do it best.
External customer service (and in many ways, internal as well), will need to be trained. Yet, armed with more and better research, becoming more and more Chinese, coupled with the wealth of Western wisdom on this matter … as is often sought in marketing, that's the Wow factor.
References
Levy, S. (2005, September 19). Honey, I shrunk the iPod. Newsweek. Retrieved from http://hbswk.hbs.edu/item.jhtml?id=4970&t=technology
McEwen, W., Xiaoguang, F., Chuanping , Z., & Burkholder, R. (2006, March ). INSIDE THE MIND OF THE CHINESE CONSUMER.. Harvard Business Review, 84(3), 68-76. Retrieved from http://search.ebscohost.com.libproxy.edmc.edu/login.aspx?direct=true&db=bsh&AN=19707486&site=ehost-live
The underlying Gallup information wisely took into account matters of geography, population densities, income classes, product categories, work attitudes, etc.
Among the more nuanced discoveries was the reveal of the "third China", second-tier metropolitan areas where first to market and other opportunities still exist. Another reveal: differentiated buying patterns based on differing consumer locales.
Customer Satisfaction
The Gallup effort unearthed even more. One area of scrutiny had to do with brand loyalty, “made in China” and other related statistical metrics. While the Chinese consumer has a tendency to support its domestic goods, the widening choices are making inroads simultaneous to a youth less wedded to such a notion.
As for a competitive environment, it appears that the consumer is appreciative of the widening choices. Increased competition may increase challenges to business, yet increased competition it appears to be, yielding ever more choices. “In Asia, the average person's living standards are currently set to rise by 10,000% in one lifetime!”(Levy, 2005) And so it goes.
Conclusion
This is the kind of information we need more and more of. To be better marketers, managers, strategic planners and so forth we must become Chinese. Any real lack of research may find us getting close enough yet not where we need to be, and that would be an affectation of being Chinese (close but no cigar).
Assuming for a moment one has enough information, one is sensitive enough (and China and business will be a high-growth arena for research for the foreseeable future), how a MNC would maintain any edge in the Chinese market will be predicated on customer service.
Internal customer service will distinguish the FDI and the foreign corporation from the old and tired domestic model. It will do so because it can. It has the resources to give more and has well-developed research to back up exactly how to do it best.
External customer service (and in many ways, internal as well), will need to be trained. Yet, armed with more and better research, becoming more and more Chinese, coupled with the wealth of Western wisdom on this matter … as is often sought in marketing, that's the Wow factor.
References
Levy, S. (2005, September 19). Honey, I shrunk the iPod. Newsweek. Retrieved from http://hbswk.hbs.edu/item.jhtml?id=4970&t=technology
McEwen, W., Xiaoguang, F., Chuanping , Z., & Burkholder, R. (2006, March ). INSIDE THE MIND OF THE CHINESE CONSUMER.. Harvard Business Review, 84(3), 68-76. Retrieved from http://search.ebscohost.com.libproxy.edmc.edu/login.aspx?direct=true&db=bsh&AN=19707486&site=ehost-live
Tuesday, January 25, 2011
How will a multinational corporation obtain a superior customer relationship in the Chinese market? [1of2]
Abstract
The question of “How will a multinational corporation obtain a superior customer relationship in the Chinese market?” in association with the given article (Inside the Mind of the Chinese Consumer) is an interesting one; for the article is ostensibly absent exactly this most important component (McEwen, Xiaoguang, Chuanping , & Burkholder, 2006, p. 68-76). The paper will explore a variety of manner by which one can arm to offer better customer service.
Introduction
The simple answer to any question as to how a multinational would maintain superior relationships in the Chinese market indeed has to do with a very muscular customer service sensibility. In addition, there can be no wasting of time if this area of questioning leads to serious consideration. One might say this is the key to succeeding in the Chinese market. Buckminster Fuller referred to such a key is a trim tab (i.e., in the face of what may appear to be a mighty undertaking sometimes an objective, honest and thorough investigation yields something of seeming small consequence that makes all the difference).
Chinese Consumer Expectations
Given the relativism of how difficult and foreign such a wealth of statistical insight has heretofore been, the articles’ synthesis of the decade of work by the Gallup organization (starting in 1994) seems a mother lode. Indeed, the article jumps in quickly to dispel misconceptions, at least as regards for her of the more commonly held notions by Western business.
Among such dispelled beliefs we find that aspirations, self-actualization's and other expressions of the rising "me" generation (as regards the youth) are ripe to market to, and increasingly becoming more so far into the distant time horizon.
Especially important, presuming one would staff to some significance with the indigenous, that 68% do not feel engaged in their employment. Certainly useful to know in advance, to plan against or for and an internal customer service issue (that has been leveraged successfully elsewhere, particularly in Indian call centers, where paying the staff a little bit better than a native competing company yields big dividends while still giving US corporation and enormous labor market discount). We will revisit this particular consideration.
Consumer expectations and customer service are enmeshed concepts, of course. Another misconception is that the Chinese consumer is suddenly awash in cash. However, that may be or not be true, by Western standards, these would still be poverty level annual incomes … and you generally do not sell somebody something they cannot afford. Knowing this becomes a matter of planning.
The remaining misconception has to do with what the Chinese consumer does buy. Although a car may cost three years wages, and an affluent class has added a significant number of automobiles to the roads, most Chinese want a car nonetheless. This desire slowly moves into reach by having most of the significant manufacturers competing against each other. In the process, prices are coming down.
The question of “How will a multinational corporation obtain a superior customer relationship in the Chinese market?” in association with the given article (Inside the Mind of the Chinese Consumer) is an interesting one; for the article is ostensibly absent exactly this most important component (McEwen, Xiaoguang, Chuanping , & Burkholder, 2006, p. 68-76). The paper will explore a variety of manner by which one can arm to offer better customer service.
Introduction
The simple answer to any question as to how a multinational would maintain superior relationships in the Chinese market indeed has to do with a very muscular customer service sensibility. In addition, there can be no wasting of time if this area of questioning leads to serious consideration. One might say this is the key to succeeding in the Chinese market. Buckminster Fuller referred to such a key is a trim tab (i.e., in the face of what may appear to be a mighty undertaking sometimes an objective, honest and thorough investigation yields something of seeming small consequence that makes all the difference).
Chinese Consumer Expectations
Given the relativism of how difficult and foreign such a wealth of statistical insight has heretofore been, the articles’ synthesis of the decade of work by the Gallup organization (starting in 1994) seems a mother lode. Indeed, the article jumps in quickly to dispel misconceptions, at least as regards for her of the more commonly held notions by Western business.
Among such dispelled beliefs we find that aspirations, self-actualization's and other expressions of the rising "me" generation (as regards the youth) are ripe to market to, and increasingly becoming more so far into the distant time horizon.
Especially important, presuming one would staff to some significance with the indigenous, that 68% do not feel engaged in their employment. Certainly useful to know in advance, to plan against or for and an internal customer service issue (that has been leveraged successfully elsewhere, particularly in Indian call centers, where paying the staff a little bit better than a native competing company yields big dividends while still giving US corporation and enormous labor market discount). We will revisit this particular consideration.
Consumer expectations and customer service are enmeshed concepts, of course. Another misconception is that the Chinese consumer is suddenly awash in cash. However, that may be or not be true, by Western standards, these would still be poverty level annual incomes … and you generally do not sell somebody something they cannot afford. Knowing this becomes a matter of planning.
The remaining misconception has to do with what the Chinese consumer does buy. Although a car may cost three years wages, and an affluent class has added a significant number of automobiles to the roads, most Chinese want a car nonetheless. This desire slowly moves into reach by having most of the significant manufacturers competing against each other. In the process, prices are coming down.
Monday, January 24, 2011
Robust multinational and global market research (details) [03of03]
Conclusions
Ultimately, marketing is communication. In order to be heard one needs to find the “open listening”; i.e. one needs to discover what to speak to. The significance of this paper is not so much what marketing research can cover as much as it is an acknowledgment of the importance (and ease of the danger) of the overlooked.
It seems that the most muscular option would be the relatively absolute metric available through the studied construction of a software program, which would periodically update (that uber-metric imagined earlier). Shy of this, one simply needs to be hyper vigilant, taking absolutely nothing for granted, weighing one's priorities and doing the best one can with what one has to work with. Moreover, exercise caution.
Finally, there remains the back half of RISC to deal with, the strategy and its controls. As an example, it may be entirely possible to create a wedding wear rental business in Europe (given the formal wear franchises in the US). Nevertheless, after reviewing the entire in place competition and substitutes, and all the seemingly innumerable demand differences from country and region (and even municipalities) to the next, the most one can hope for is efficiencies from a central office. All product and service would need to be “personalized” almost to a store. Marketing could only be specific to quality or price of service. Market entrée strategy would have to be extremely cautious and nimble; and this presumes business as usual. If there was a Blue Ocean approach (such as gay weddings, underserved minorities of race or religion or even the traditional bygone wear of a given regions heritage), then it only adds more concerns (which may ameliorate others).
Still, one has to do the heavy lifting first.
References
Barnett, J. (2011). Orna Mentz. Retrieved January 17, 2011, from http://www.ornamentz.com/
Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Publishing.
Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862
Ultimately, marketing is communication. In order to be heard one needs to find the “open listening”; i.e. one needs to discover what to speak to. The significance of this paper is not so much what marketing research can cover as much as it is an acknowledgment of the importance (and ease of the danger) of the overlooked.
It seems that the most muscular option would be the relatively absolute metric available through the studied construction of a software program, which would periodically update (that uber-metric imagined earlier). Shy of this, one simply needs to be hyper vigilant, taking absolutely nothing for granted, weighing one's priorities and doing the best one can with what one has to work with. Moreover, exercise caution.
Finally, there remains the back half of RISC to deal with, the strategy and its controls. As an example, it may be entirely possible to create a wedding wear rental business in Europe (given the formal wear franchises in the US). Nevertheless, after reviewing the entire in place competition and substitutes, and all the seemingly innumerable demand differences from country and region (and even municipalities) to the next, the most one can hope for is efficiencies from a central office. All product and service would need to be “personalized” almost to a store. Marketing could only be specific to quality or price of service. Market entrée strategy would have to be extremely cautious and nimble; and this presumes business as usual. If there was a Blue Ocean approach (such as gay weddings, underserved minorities of race or religion or even the traditional bygone wear of a given regions heritage), then it only adds more concerns (which may ameliorate others).
Still, one has to do the heavy lifting first.
References
Barnett, J. (2011). Orna Mentz. Retrieved January 17, 2011, from http://www.ornamentz.com/
Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Publishing.
Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862
Friday, January 21, 2011
Robust multinational and global market research (details) [02of03]
Demographic Differentiation
This author is a balding, short, hefty middle-aged white-guy. It would be nigh to impossible for this writer to appreciate pregnancy, being another race or being born into privilege. We also know that where marketing came from was a day when most of Madison Avenue looked similar and did presume to serve other demographics directly. We also know we evolved.
Going overseas simply compounds everything exponentially. Italians in the north use white and cheese sauces, in the south, red marinara; but taking that further, in Rome they use butter heavily whereby in Naples they use olive oil. It is not just a people, but what are the boundaries - regional, municipal? It could well be a bit of this and a bit of that. One has to look. Here is where the secondary research is still developing. If the measuring becomes mission critically important, there may be no substitute for primary research.
Demographic Satisfaction Metrics
Coca Cola is sweeter elsewhere in the world. It needs to be. Coke is established in the US in a way that it can allow Pepsi being sweeter here, but it was not in a position to rest on its laurels in quite the same way as the two swept across the globe looking to establish market share. That is not to say that sweetening was all they had to do, there was positioning from country to country. This iconic example demonstrates that it may be the essence of what you have or serve, or the idea or look of it that folks elsewhere will admire and/or embrace. Yet on a regular basis taking on something as is may be the flip of a coin, just as often needing to adjust the offering to suit local tastes.
Examples of not adjusting to local tastes have become a voluntary internet archive. Marketing faux pas stories are abundant, where such subtleties overlooked cost mightily. The Gerber example in Africa comes to mind, the contents of the jar traditionally illustrated on the label, thereby putting off its potential consumers with the image of the child (seen as pureed child!). In an altogether different direction, how Likert scales need re-contextualizing in Japan because that is a culture uncomfortable with extremes (and will therefore shun either end).
When one seeks to measure, define terms and the ruler by which to measure.
RISC (research, involvement and investigation, strategy, and control)
It seems that as acronyms go, “RISC” has a better sound and feel than “RIS”, though in fact the control referred to will likely subsume within the strategy. Admittedly, one wants to “control” the rest as well (clean research, professional involvement, etc.).
There is some substantial, bright and innovative new literature on strategy. That end of the acronym is for a different paper, and is the focus of what to do with the information once gathered.
The important aspect here is the research, and the innumerable configurations of what constitutes it. Therefore, we are confronted with a yet uncreated uber-metric (presumably a future software application), on paper, a cumbersome template of sorts. Alternatively, we venture forth on a case-by-case basis. Then where to begin would have to start with questions of what are we looking to offer and where are our options.
Already the options aspect of the former question offers up inherent variations. Let us break this in two: if the enterprise needs a particular location (e.g. an already strategic rationale for entering China) that is very different from having an open menu (wherein one can readily choose among countries and cultures similar to ones own in language, political structure, proximity, etc.).
Once a target is in focus, we again need to see our product or service through the eyes of those who will be considering it. An accounting software company contracting overseas ostensibly need only embrace the corporate culture it is integrating. That is a very narrow focus. Unfortunately, things are rarely that easy. Herein lay the need for the uncreated uber-metric; adding to the aforementioned Kumar list, sensitivities may or may not need to include all other experiential (color, temperature, taste, size, texture, shape, finish...), as well as actual characteristics (geography, given trade agreements, literacy, uncertainty avoidance...).
Of course, this all needs filtering through the realities of time and budget. If you are part of a multinational effort with the luxury of the year or more and deep pockets, not only is secondary research a given and representatives can be sent to differing areas (of the larger target area) for lengths of time for primary research (studying all potential competitors, substitutes and indigenous attitudes, uses, purchase frequencies, et al.). On the other hand, if this is the constrained time and budget of a half a dozen or less entrepreneurial management team, then secondary research has to be exhaustive and weighing the parameters of at least one trip come into play.
This author is a balding, short, hefty middle-aged white-guy. It would be nigh to impossible for this writer to appreciate pregnancy, being another race or being born into privilege. We also know that where marketing came from was a day when most of Madison Avenue looked similar and did presume to serve other demographics directly. We also know we evolved.
Going overseas simply compounds everything exponentially. Italians in the north use white and cheese sauces, in the south, red marinara; but taking that further, in Rome they use butter heavily whereby in Naples they use olive oil. It is not just a people, but what are the boundaries - regional, municipal? It could well be a bit of this and a bit of that. One has to look. Here is where the secondary research is still developing. If the measuring becomes mission critically important, there may be no substitute for primary research.
Demographic Satisfaction Metrics
Coca Cola is sweeter elsewhere in the world. It needs to be. Coke is established in the US in a way that it can allow Pepsi being sweeter here, but it was not in a position to rest on its laurels in quite the same way as the two swept across the globe looking to establish market share. That is not to say that sweetening was all they had to do, there was positioning from country to country. This iconic example demonstrates that it may be the essence of what you have or serve, or the idea or look of it that folks elsewhere will admire and/or embrace. Yet on a regular basis taking on something as is may be the flip of a coin, just as often needing to adjust the offering to suit local tastes.
Examples of not adjusting to local tastes have become a voluntary internet archive. Marketing faux pas stories are abundant, where such subtleties overlooked cost mightily. The Gerber example in Africa comes to mind, the contents of the jar traditionally illustrated on the label, thereby putting off its potential consumers with the image of the child (seen as pureed child!). In an altogether different direction, how Likert scales need re-contextualizing in Japan because that is a culture uncomfortable with extremes (and will therefore shun either end).
When one seeks to measure, define terms and the ruler by which to measure.
RISC (research, involvement and investigation, strategy, and control)
It seems that as acronyms go, “RISC” has a better sound and feel than “RIS”, though in fact the control referred to will likely subsume within the strategy. Admittedly, one wants to “control” the rest as well (clean research, professional involvement, etc.).
There is some substantial, bright and innovative new literature on strategy. That end of the acronym is for a different paper, and is the focus of what to do with the information once gathered.
The important aspect here is the research, and the innumerable configurations of what constitutes it. Therefore, we are confronted with a yet uncreated uber-metric (presumably a future software application), on paper, a cumbersome template of sorts. Alternatively, we venture forth on a case-by-case basis. Then where to begin would have to start with questions of what are we looking to offer and where are our options.
Already the options aspect of the former question offers up inherent variations. Let us break this in two: if the enterprise needs a particular location (e.g. an already strategic rationale for entering China) that is very different from having an open menu (wherein one can readily choose among countries and cultures similar to ones own in language, political structure, proximity, etc.).
Once a target is in focus, we again need to see our product or service through the eyes of those who will be considering it. An accounting software company contracting overseas ostensibly need only embrace the corporate culture it is integrating. That is a very narrow focus. Unfortunately, things are rarely that easy. Herein lay the need for the uncreated uber-metric; adding to the aforementioned Kumar list, sensitivities may or may not need to include all other experiential (color, temperature, taste, size, texture, shape, finish...), as well as actual characteristics (geography, given trade agreements, literacy, uncertainty avoidance...).
Of course, this all needs filtering through the realities of time and budget. If you are part of a multinational effort with the luxury of the year or more and deep pockets, not only is secondary research a given and representatives can be sent to differing areas (of the larger target area) for lengths of time for primary research (studying all potential competitors, substitutes and indigenous attitudes, uses, purchase frequencies, et al.). On the other hand, if this is the constrained time and budget of a half a dozen or less entrepreneurial management team, then secondary research has to be exhaustive and weighing the parameters of at least one trip come into play.
Thursday, January 20, 2011
Robust multinational and global market research (details) [01of03]
Abstract
The details of market research exacerbate exponentially when looking to a different country, culture, and hence market. This becomes a consideration of how a competitive environment broadens/deepens our understanding. Further, the review embraces metrics for customer differentiation and satisfaction, among these being RISC (research, involvement and investigation, strategy, and control).
The Competition
First-to-market had once upon a time been a strategy unto itself. In the Kumar book, we see that such a rush without necessary research may find a concern tripping over “invisible” competition. In the case of ketchup in Japan, where the condiment of choice is soy and its related sauces … fish, mushroom, oyster, etc., the ketchup manufacturer could not be first to market when such a substitute has existed century’s earlier (Kumar, 1999, p. 19). Ironically, the word ketchup actually comes from the region, Indonesia (not that they have a sweet tomato product, but their pepper is chili sauces and their salt is kacap acin, a salty soy sauce; kacap manis is sweet soy sauce). From the same passage, the Kumar text speaks of a KFC in São Paulo tripping over existing and well-established chicken eateries (again, not that they would appear analogous at first, and they certainly proved the substitute).
Therefore, while competition may not always be as graphic as we tend to think (any effort from Home Depot or Lowes in Europe against a very similar format in Kingfisher), let us consider how much easier it is if the competition is graphic. If there is actual competition, mistakes have undoubtedly been made and learned from, an appetite for that which is being offered has been established … the heavy lifting is done. Now it becomes a game of differentiation. Truly, competition does not have to be bad at all.
Is Panera competition to White Castle? In many ways the answer is “no”, but in other ways “yes”. Consider the metrics, they both offer relatively inexpensive and fast service for consumables. Suddenly they seem as twins.
We hear we had manufacturing and service in the US, and now we no longer manufacture. The whining usually stops there, and yet this may be good news as the US supplants manufacturing with a knowledge economy. An example would be the dozen Christmas tree balls you buy for $2 from China, how could anyone compete? There is a grandmother in Fancy Gap, Virginia, Jeanne Barnett, who created Ornamentz, so far a one-woman company where she spends the year creating a portfolio of handmade extraordinary Victorian Style Christmas ornaments that each sell for fifty dollars and up (Barnett, 2011). No competition, differentiation or both (see also Blue Ocean Strategy, Kim & Mauborgne, 2005).
There are so very many wrinkles when it comes to considerations of competition. In the Kumar text, a short list of considerations includes:
Competitor information. New market requirements. Customer surveys. Product quality and features. Relationship of company with end consumer. Which areas are most profitable. Whether or not to expand. Volume versus start-up costs to determine growth size. Distributor survey for customer satisfaction index. Competitive information. Government data on product usage. Type of businesses using the product. Improved means of distribution. Customers’ desire for product changes. New customer needs. (And) what new products could replace mature product and Product weaknesses. (Kumar, 1999, p. 79).
The details of market research exacerbate exponentially when looking to a different country, culture, and hence market. This becomes a consideration of how a competitive environment broadens/deepens our understanding. Further, the review embraces metrics for customer differentiation and satisfaction, among these being RISC (research, involvement and investigation, strategy, and control).
The Competition
First-to-market had once upon a time been a strategy unto itself. In the Kumar book, we see that such a rush without necessary research may find a concern tripping over “invisible” competition. In the case of ketchup in Japan, where the condiment of choice is soy and its related sauces … fish, mushroom, oyster, etc., the ketchup manufacturer could not be first to market when such a substitute has existed century’s earlier (Kumar, 1999, p. 19). Ironically, the word ketchup actually comes from the region, Indonesia (not that they have a sweet tomato product, but their pepper is chili sauces and their salt is kacap acin, a salty soy sauce; kacap manis is sweet soy sauce). From the same passage, the Kumar text speaks of a KFC in São Paulo tripping over existing and well-established chicken eateries (again, not that they would appear analogous at first, and they certainly proved the substitute).
Therefore, while competition may not always be as graphic as we tend to think (any effort from Home Depot or Lowes in Europe against a very similar format in Kingfisher), let us consider how much easier it is if the competition is graphic. If there is actual competition, mistakes have undoubtedly been made and learned from, an appetite for that which is being offered has been established … the heavy lifting is done. Now it becomes a game of differentiation. Truly, competition does not have to be bad at all.
Is Panera competition to White Castle? In many ways the answer is “no”, but in other ways “yes”. Consider the metrics, they both offer relatively inexpensive and fast service for consumables. Suddenly they seem as twins.
We hear we had manufacturing and service in the US, and now we no longer manufacture. The whining usually stops there, and yet this may be good news as the US supplants manufacturing with a knowledge economy. An example would be the dozen Christmas tree balls you buy for $2 from China, how could anyone compete? There is a grandmother in Fancy Gap, Virginia, Jeanne Barnett, who created Ornamentz, so far a one-woman company where she spends the year creating a portfolio of handmade extraordinary Victorian Style Christmas ornaments that each sell for fifty dollars and up (Barnett, 2011). No competition, differentiation or both (see also Blue Ocean Strategy, Kim & Mauborgne, 2005).
There are so very many wrinkles when it comes to considerations of competition. In the Kumar text, a short list of considerations includes:
Competitor information. New market requirements. Customer surveys. Product quality and features. Relationship of company with end consumer. Which areas are most profitable. Whether or not to expand. Volume versus start-up costs to determine growth size. Distributor survey for customer satisfaction index. Competitive information. Government data on product usage. Type of businesses using the product. Improved means of distribution. Customers’ desire for product changes. New customer needs. (And) what new products could replace mature product and Product weaknesses. (Kumar, 1999, p. 79).
Wednesday, January 19, 2011
How might a robust multinational and global market research plan enable MNCs to avoid pitfalls in Pakistan? [02of02]
The Question & the Article
The article, as it is, seems impressive for its depth, breadth and its mastery through research of the particulars that constitute the topic at hand. Indeed, the article is muscular enough to use as reference material. Further, it is appreciated the extent to which the authors of the article have gone out of their way to be honest brokers of the information being presented.
The structure of the article, and its particulars, represent of themselves a notable roadmap, generic enough for use by any business entity considering entrée into Pakistan. To this readers understanding, the article addresses directly how a multinational market research plan can sidestep Pakistani pitfalls.
The article covers all the major factors: the heritage, history, geography, politics, power centers, needs, resources and commodities, literacy, and on and on. One of two ways immediately seen to improve upon this is to go into even greater depth (which may have been beyond the scope of the original writing) and offer up something akin to a database (of who was already there, in what capacity, how long, to what extent interested, etc.). Such extended focus becomes de rigueur (competition, setting, etc.) should we move in the direction of industry specifics.
Therefore, the article ostensibly addresses the question. However, having another go at a "forest for the trees" approach, one thing that the article did not address (the other suggested improvement) were the other BEMs (big emerging markets) in the neighborhood.
How does Pakistan fare when compared with India, China and Indonesia (to name a few of the more cogent comparison countries)? One could justifiably argue that taking all benefits and all detractors into consideration, and mapped out as metrics, that those three countries alone may well offer as good or better opportunities. All four countries offer low-cost labor, most offer a relatively literate workforce, the additional three seem to offer a greater governmental stability and India and Indonesia represent established democracies.
Concluding Thoughts
Please forgive any downside this author's assessment of the article may have implied. Again, one wish is to assure the reader that the article referred to was impressive (to this author). As far as global marketing plans go it seems one can readily see how valuable this document could prove as a sort of template.
As one adds considerations of a given region, as well as the implications of anything that might constitute industry specifics (such as competition, et. al.), it appears that all the necessary ingredients are present.
Not that anything is missing at this point, and a final thought would be one of formatting. For efficiency purposes, it would seem useful at a minimum to annotate; resources, statistics, etc. An alternative for efficiency (the annotations formatting) could be expressed through hyperlinks.
Reference
Khan, O. J., & Amine, L. S. (2004, Sep/Oct 2004). New international business perspectives on Pakistan. Thunderbird International Business Review, 46, 493. Retrieved from http://search.proquest.com/docview/202785636?accountid=34899
The article, as it is, seems impressive for its depth, breadth and its mastery through research of the particulars that constitute the topic at hand. Indeed, the article is muscular enough to use as reference material. Further, it is appreciated the extent to which the authors of the article have gone out of their way to be honest brokers of the information being presented.
The structure of the article, and its particulars, represent of themselves a notable roadmap, generic enough for use by any business entity considering entrée into Pakistan. To this readers understanding, the article addresses directly how a multinational market research plan can sidestep Pakistani pitfalls.
The article covers all the major factors: the heritage, history, geography, politics, power centers, needs, resources and commodities, literacy, and on and on. One of two ways immediately seen to improve upon this is to go into even greater depth (which may have been beyond the scope of the original writing) and offer up something akin to a database (of who was already there, in what capacity, how long, to what extent interested, etc.). Such extended focus becomes de rigueur (competition, setting, etc.) should we move in the direction of industry specifics.
Therefore, the article ostensibly addresses the question. However, having another go at a "forest for the trees" approach, one thing that the article did not address (the other suggested improvement) were the other BEMs (big emerging markets) in the neighborhood.
How does Pakistan fare when compared with India, China and Indonesia (to name a few of the more cogent comparison countries)? One could justifiably argue that taking all benefits and all detractors into consideration, and mapped out as metrics, that those three countries alone may well offer as good or better opportunities. All four countries offer low-cost labor, most offer a relatively literate workforce, the additional three seem to offer a greater governmental stability and India and Indonesia represent established democracies.
Concluding Thoughts
Please forgive any downside this author's assessment of the article may have implied. Again, one wish is to assure the reader that the article referred to was impressive (to this author). As far as global marketing plans go it seems one can readily see how valuable this document could prove as a sort of template.
As one adds considerations of a given region, as well as the implications of anything that might constitute industry specifics (such as competition, et. al.), it appears that all the necessary ingredients are present.
Not that anything is missing at this point, and a final thought would be one of formatting. For efficiency purposes, it would seem useful at a minimum to annotate; resources, statistics, etc. An alternative for efficiency (the annotations formatting) could be expressed through hyperlinks.
Reference
Khan, O. J., & Amine, L. S. (2004, Sep/Oct 2004). New international business perspectives on Pakistan. Thunderbird International Business Review, 46, 493. Retrieved from http://search.proquest.com/docview/202785636?accountid=34899
Tuesday, January 18, 2011
How might a robust multinational and global market research plan enable MNCs to avoid pitfalls in Pakistan? [01of02]
Abstract
The question at its essence begs for transcendence in approach. This response, a review of the article, seeks to address how a robust multinational and global market research plan may enable MNCs to avoid pitfalls in Pakistan.
Backing up First
The initial tendency addressing the question at hand would typically find a focus on considerations of global marketing. However, please allow for the laying out of a conjecture that has the potential to be greater in its difference making.
The larger moving parts here include (one) the notion of nations, (two) the idea of multinational corporations and (three) the sensibility that synergy can be created for the greater good of such a pairing. If this is true, (and it seems to be), one of the questions may easily be who holds the greater power, a vulnerable nation or a multi-billion-dollar MNC? This is just one significant question, and somewhere between independence in the 1950s and the extraordinary growth of the Karachi Stock exchange in the mid-2000s, it seems safe to say that a flood of FDI may have sculpted the direction of the nation's future. That is to say, that a consortium of outside influence, conscious and coordinated or not, self-serving or well intended or not, may well have brought Pakistan to where it stands today.
While one could ultimately hold, however strong or weak, the government accountable for whatever complicities it may have had, in a land of indigenous corruption, the land was fertile for the selling out of one's own nation. The thesis offered is so, in suspension, without judgment, simply as a possibility (given the facts, as we know them). We see nations such as China and India, much larger "ships of state" turn in the ocean that is the global economy, having navigated similar waters across the same half-century to much greater effect. The fact of the matter is most Pakistanis remain within the context of a Third World country, living in relative poverty by comparison.
While there are a great many international organizations, agencies and institutions, many have problems of their own, and none has the objective coordinating power (yet) to have overseen a movement such as the "growth" that is represented in the article, that is Pakistan.
To address how a robust multinational and global market research plan may truly enable MNCs to avoid pitfalls in Pakistan (or, moving forward, elsewhere), this author humbly submits for the readers consideration the strengthening (of objectivity and coordinating powers) of such international organizations as referred to, first. Among the examples that such a suggestion may have already yielded could easily include such things as an already handled infrastructure and other socialist nurturing (such as more and better schools, etc.), and quite likely the resolution of Kashmir.
Such a dynamic elsewhere would be a boon to the diminishment or disappearance of malaria, hunger, etc., in the face of being an honest broker (representing the greater good of the people and the nation, as well as corporate interests, in a way that corrupt representatives never will). Such coordination, with the buy in of such powerful commercial entities, also has the ability to better marry markets; resources, etc. (again, if enough research were applied to muscular enough metric and a mechanism was in place to ensure their objectivity).
This admitted tangent offered up is justified insofar as the likelihood of the question given succeeding (any better than it already is) seems to need an entire contextual paradigm shift.
The question at its essence begs for transcendence in approach. This response, a review of the article, seeks to address how a robust multinational and global market research plan may enable MNCs to avoid pitfalls in Pakistan.
Backing up First
The initial tendency addressing the question at hand would typically find a focus on considerations of global marketing. However, please allow for the laying out of a conjecture that has the potential to be greater in its difference making.
The larger moving parts here include (one) the notion of nations, (two) the idea of multinational corporations and (three) the sensibility that synergy can be created for the greater good of such a pairing. If this is true, (and it seems to be), one of the questions may easily be who holds the greater power, a vulnerable nation or a multi-billion-dollar MNC? This is just one significant question, and somewhere between independence in the 1950s and the extraordinary growth of the Karachi Stock exchange in the mid-2000s, it seems safe to say that a flood of FDI may have sculpted the direction of the nation's future. That is to say, that a consortium of outside influence, conscious and coordinated or not, self-serving or well intended or not, may well have brought Pakistan to where it stands today.
While one could ultimately hold, however strong or weak, the government accountable for whatever complicities it may have had, in a land of indigenous corruption, the land was fertile for the selling out of one's own nation. The thesis offered is so, in suspension, without judgment, simply as a possibility (given the facts, as we know them). We see nations such as China and India, much larger "ships of state" turn in the ocean that is the global economy, having navigated similar waters across the same half-century to much greater effect. The fact of the matter is most Pakistanis remain within the context of a Third World country, living in relative poverty by comparison.
While there are a great many international organizations, agencies and institutions, many have problems of their own, and none has the objective coordinating power (yet) to have overseen a movement such as the "growth" that is represented in the article, that is Pakistan.
To address how a robust multinational and global market research plan may truly enable MNCs to avoid pitfalls in Pakistan (or, moving forward, elsewhere), this author humbly submits for the readers consideration the strengthening (of objectivity and coordinating powers) of such international organizations as referred to, first. Among the examples that such a suggestion may have already yielded could easily include such things as an already handled infrastructure and other socialist nurturing (such as more and better schools, etc.), and quite likely the resolution of Kashmir.
Such a dynamic elsewhere would be a boon to the diminishment or disappearance of malaria, hunger, etc., in the face of being an honest broker (representing the greater good of the people and the nation, as well as corporate interests, in a way that corrupt representatives never will). Such coordination, with the buy in of such powerful commercial entities, also has the ability to better marry markets; resources, etc. (again, if enough research were applied to muscular enough metric and a mechanism was in place to ensure their objectivity).
This admitted tangent offered up is justified insofar as the likelihood of the question given succeeding (any better than it already is) seems to need an entire contextual paradigm shift.
Monday, January 17, 2011
Is global marketing research a myth or reality?
Abstract
A smallish existential exercise considering global marketing research as a myth or reality, bound with its purpose and its realities.
Where did that come from?
In the great scheme of things, what we think of as globalization today is a relatively new phenomenon. This “newness” has likely contributed to whatever once started out as innocent naïveté. Consider that among the variety of business "modules" (economics, operations, project management, etc.), marketing takes on a sensibility of being the most "right brain" among them, another excuse to dismiss its value. Also, there remains what will be referred to here as the "testosterone factor", which coupled with the first two reasons provides the majority of those who run business around the world (overarching, men), the convenient excuse to not having to expand their perspective, allowing them to focus on "real business".
The Internet is replete with examples of international marketing faux pas. In nearly every example one can easily imagine a decision-maker “shooting from the hip” - cowboy style.
In Arnold's Mirage book, a cogent passage reads as follows:
“the globalization of markets is a myth, and convergence, which never progressed far, has passed its peak, as consumers reassert their local heritage through purchasing patterns”. (Arnold, 2004, p. 25)
… and later cites an article by Susan P. Douglas and Yoram Wind’s entitled “The Myth of Globalization” (Columbia Journal of World Business (Winter 1987): 19–28). (Arnold, 2004, p. 94). Both of these snippets argue the “myth” from the perspective that in a world of precious local cultures such diversity needs paying attention to the exclusion of any broad-brush strokes.
In the Kumar book, it seems a real effort is made to consider International (Transnational) marketing research with a basket approach, (versus a single country approach), is justified as a valid approach. While there may be insights gained, and a respectful argument was about to be made, this was not the whole of his thesis. Still, during a passage presume for a moment Southern Europe as a region, and what occurs in Cannes, Sicily, Athens, Gallipoli and Cyprus not varying significantly in tone, tenor and texture. (Kumar, 1999, p. 4-5)
However, both texts found value in both the macro as well as microscopic. The iconic phrase, “think globally, act locally.” ties things together as both perspectives yield value (and frequently inform each other) (Arnold, 2004, p. 221).
What is involved?
We trust that by now the reader can appreciate that, only good, can come from collecting knowledge and understanding, and this certainly applies to global marketing research. As has already been posited, there is value in looking at a rather large context, as there is also value in narrowly looking at just one country or portion therein.
As a metaphor, let us turn to translation. There is something called parallel translation, where at least a secondary individual also translates, and then a comparison of the two, if nothing else, flag disparities. There is also something called back translation, whereby the narrative translates into one language and then translates back to the original language to see what was lost in translation. So far, the optimal technology for this issue is combined translation, essentially taking advantage of both approaches (Usunier & Lee, 2005, p. 186-187).
Naturally, all this research costs money, so the realities of a given business concern are going to be determined on a case-by-case basis. If funding is not an issue, then the textbooks indicate a wide variety of considerations established, constituting a sort of best practices. If, on the other hand, we are looking more at an entrepreneurial type of enterprise, then purchasing research, mail lists, surveys and the like may not necessarily be within the realm of immediate possibility, one may still echo off such information as one pursues independent research.
Concluding Thoughts
This author found the depth and breadth of the considerations surrounding the subject matter in the readings for this assignment to be stunning. It seemed to be a comprehensive overview of every significant factor of international marketing.
Much like any evolving study, it may have experienced some issues along the way. With its subject matter far from static, this field itself is organic. Of course, global marketing research is a reality. It is easy to imagine that over time clarity and focus in this field will continue to increase.
References
Arnold, D. (2004). The Mirage of Global Markets: How Globalizing Companies Can Succeed as Markets Localize [for Education Management Corporation]. (1st ed.). [VitalSource Bookshelf]. Retrieved from ISBN 013047066X
Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862
Usunier, J., & Lee, J. A. (2005). Marketing Across Cultures (4th ed.). Essex, England: Pearson Education Limited.
A smallish existential exercise considering global marketing research as a myth or reality, bound with its purpose and its realities.
Where did that come from?
In the great scheme of things, what we think of as globalization today is a relatively new phenomenon. This “newness” has likely contributed to whatever once started out as innocent naïveté. Consider that among the variety of business "modules" (economics, operations, project management, etc.), marketing takes on a sensibility of being the most "right brain" among them, another excuse to dismiss its value. Also, there remains what will be referred to here as the "testosterone factor", which coupled with the first two reasons provides the majority of those who run business around the world (overarching, men), the convenient excuse to not having to expand their perspective, allowing them to focus on "real business".
The Internet is replete with examples of international marketing faux pas. In nearly every example one can easily imagine a decision-maker “shooting from the hip” - cowboy style.
In Arnold's Mirage book, a cogent passage reads as follows:
“the globalization of markets is a myth, and convergence, which never progressed far, has passed its peak, as consumers reassert their local heritage through purchasing patterns”. (Arnold, 2004, p. 25)
… and later cites an article by Susan P. Douglas and Yoram Wind’s entitled “The Myth of Globalization” (Columbia Journal of World Business (Winter 1987): 19–28). (Arnold, 2004, p. 94). Both of these snippets argue the “myth” from the perspective that in a world of precious local cultures such diversity needs paying attention to the exclusion of any broad-brush strokes.
In the Kumar book, it seems a real effort is made to consider International (Transnational) marketing research with a basket approach, (versus a single country approach), is justified as a valid approach. While there may be insights gained, and a respectful argument was about to be made, this was not the whole of his thesis. Still, during a passage presume for a moment Southern Europe as a region, and what occurs in Cannes, Sicily, Athens, Gallipoli and Cyprus not varying significantly in tone, tenor and texture. (Kumar, 1999, p. 4-5)
However, both texts found value in both the macro as well as microscopic. The iconic phrase, “think globally, act locally.” ties things together as both perspectives yield value (and frequently inform each other) (Arnold, 2004, p. 221).
What is involved?
We trust that by now the reader can appreciate that, only good, can come from collecting knowledge and understanding, and this certainly applies to global marketing research. As has already been posited, there is value in looking at a rather large context, as there is also value in narrowly looking at just one country or portion therein.
As a metaphor, let us turn to translation. There is something called parallel translation, where at least a secondary individual also translates, and then a comparison of the two, if nothing else, flag disparities. There is also something called back translation, whereby the narrative translates into one language and then translates back to the original language to see what was lost in translation. So far, the optimal technology for this issue is combined translation, essentially taking advantage of both approaches (Usunier & Lee, 2005, p. 186-187).
Naturally, all this research costs money, so the realities of a given business concern are going to be determined on a case-by-case basis. If funding is not an issue, then the textbooks indicate a wide variety of considerations established, constituting a sort of best practices. If, on the other hand, we are looking more at an entrepreneurial type of enterprise, then purchasing research, mail lists, surveys and the like may not necessarily be within the realm of immediate possibility, one may still echo off such information as one pursues independent research.
Concluding Thoughts
This author found the depth and breadth of the considerations surrounding the subject matter in the readings for this assignment to be stunning. It seemed to be a comprehensive overview of every significant factor of international marketing.
Much like any evolving study, it may have experienced some issues along the way. With its subject matter far from static, this field itself is organic. Of course, global marketing research is a reality. It is easy to imagine that over time clarity and focus in this field will continue to increase.
References
Arnold, D. (2004). The Mirage of Global Markets: How Globalizing Companies Can Succeed as Markets Localize [for Education Management Corporation]. (1st ed.). [VitalSource Bookshelf]. Retrieved from ISBN 013047066X
Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862
Usunier, J., & Lee, J. A. (2005). Marketing Across Cultures (4th ed.). Essex, England: Pearson Education Limited.
Friday, January 14, 2011
Thursday, January 13, 2011
Wednesday, January 12, 2011
Tuesday, January 11, 2011
Monday, January 10, 2011
Friday, January 7, 2011
Thursday, January 6, 2011
Wednesday, January 5, 2011
Tuesday, January 4, 2011
business idea project - OR [online recovery] 2of10
It is hoped the viewer will bear out the next eight clips as well before passing judgement.
The proposed business is not summed in any given clip.
Monday, January 3, 2011
business idea project - OR [online recovery] 1of10
I thought I'd go ahead and start the new year with something more engaging than I'm accustomed to offering. I had the thought to invite the audience into a project.
For the next two weeks I will post daily a relatively brief video clip (for nine days) that together constitute a fairly comprehensively developed service/business.
As always, you are invited to comment, and now in particular you are encouraged to engage back.
From time to time in the past I have offered up business ideas for the taking. This is not one of those. I personally have a lot invested in this idea and I would like to see it come to life. However, despite being fully committed and very passionate about this idea I need to share the responsibility for bringing it to life.
Given the current breakthroughs in gesture technology, established paradigms such as the Sims, ongoing advances in machine translation and the culturally accepted phenomenon of making avatars of oneself (and obviously so much more), one will readily see the 2.0 and a 3.0 and other subsequent versions will only become significantly more wonderful to experience. Still, there is enough established that if other minds of business expertise and Web creation mastery were to join this endeavor we could likely produce a muscular phenomenon in a relatively brief span of time.
If you truly can contribute in a meaningful way, and are looking to become a partner in this project beyond commenting here there is an e-mail link in my profile (in case you are not aware).
~Enjoy!
For the next two weeks I will post daily a relatively brief video clip (for nine days) that together constitute a fairly comprehensively developed service/business.
As always, you are invited to comment, and now in particular you are encouraged to engage back.
From time to time in the past I have offered up business ideas for the taking. This is not one of those. I personally have a lot invested in this idea and I would like to see it come to life. However, despite being fully committed and very passionate about this idea I need to share the responsibility for bringing it to life.
Given the current breakthroughs in gesture technology, established paradigms such as the Sims, ongoing advances in machine translation and the culturally accepted phenomenon of making avatars of oneself (and obviously so much more), one will readily see the 2.0 and a 3.0 and other subsequent versions will only become significantly more wonderful to experience. Still, there is enough established that if other minds of business expertise and Web creation mastery were to join this endeavor we could likely produce a muscular phenomenon in a relatively brief span of time.
If you truly can contribute in a meaningful way, and are looking to become a partner in this project beyond commenting here there is an e-mail link in my profile (in case you are not aware).
~Enjoy!
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