new Russian neighborhood perspectives [2of3]

Trade Blocs / Associations


It seems mind blistering to untangle the mass of relationships when it comes to Russian international trade. The reason for such a statement is that a country of the size and caliber of Russia will probably trade with whomever it cares to. Moreover, relationship is in the eye of the beholder. In some quarters what passes for a cooperative (a kind of trade bloc), others may see as a common market. To detangle such a mass would require research beyond the purview of this document.

Actual trade blocs that Russia is a member of include APEC, the CIS and the EAEC (aka EurAsEC) Eurasian Economic Community. Russia has trade associations established with the EU, the EFTA, the CEFTA and the OCAC. There is also something called the Collective Security Treaty Organisation (CSTO) that Russia has a relationship with (more of a treaty than an Association or Bloc) (Cohen, Ph.D. & Evseev, Ph.D., 2007, GlobalTrade.net, 2011, Ministry of Industry and Trade of the Russian Federation , the, 2011, Stanley St Labs, Venables, 2004, World Trade Organization, 2011).

Regional integration agreements (RIAs) are generally discriminatory trade policies, of which three are common: common markets, custom unions and free trade areas (CM, CU & FTAs). Further research would determine how much if any of this is occurring (likely at least in the CIS).

Russia’s top five export destinations, in order, are the European Union, China, Ukraine, Turkey and Belarus. The obverse (order and imports) are the European Union, China, Ukraine, Japan and Belarus.

new Russian neighborhood perspectives [1of3]

Abstract

This document is a consideration of multinational and global marketing strategies as we look at the evolution of what has become again Russia. Such consideration necessarily includes rationales, conversation of trade blocs and associations and to some extent an acknowledgment of economic and sociopolitical boundaries.

The author confesses being a casual student of this country's culture since 1978, visited Moscow the week Yeltsin resigned and will be hosting a young doctoral student of rocket engineering in March 2011.



Socio-Political / Economic Boundaries

For whatever anyone may ever say among the functions of government that one would have to concede the use to control one's population. Imagine under any form of government trying to do this across a behemoth of a country, the largest in the world, which literally stretches across nearly half the planet. Indeed, prior to the fall of the Iron Curtain (at the very beginning of the 1990s), it stretched beyond that. As recently as 2007, Russia had 11 time zones (which, for economic reasons, they then massaged down to seven, and may yet settle at five, though the land mass is unchanged)(Kidport, -2011, Perry-Castañeda Map Collection - University of Texas at Austin Library Online, last updated: 2007, Solovyov, 2010).

Not only has whatever has made up Russia been unwieldy in size, but the geography (despite a wealth of natural resources) itself has not been kind, either. About half its present borders reach water, however most of that hugs the arctic (primarily tundra and forest, historic for its use of exiling, Siberia & Solzhenitsyn's Archipelago, making up more than 70% of Russia's landmass). Beyond this, a significant amount of land is the Ural and Caucasus mountains (although to the west of the Urals lies a fertile European plain). In the south Russia has desert.

For even when Russia could catch a break, its former Soviet guardians (of close to a century), and those making such an effort to transition to a democracy, they have severely mismanaged many of its natural resources. The largest and deepest freshwater lake, Baikal (representing a full fifth of the Earth's unfrozen fresh water), continues to be polluted to this day. In the past 25 years an entire sea, the Aral (which had been one of the four largest lakes in the world at 26,300 sq mi, now in Kazakhstan and Uzbekistan), has virtually disappeared! (Anonymous, 2008).

The Soviets reigned from 1917 to 1989/91. In a handful of meaningful expressions its good intentions did contribute (industrializing, Sputnik, etc.), and it is generally acknowledged that the horrors outweighed the good. Along the way, the Eastern bloc/Warsaw Pact extended the sociopolitical and economic boundaries of the country. By now, the drift of corruption, metaphorically along the lines of a bad multilevel marketing scheme, had become increasingly bloated, now sucking sustenance from its new acquisitions. Looking back, such a construct seems unsustainable on its face. This writer witnessed firsthand the empty shelves and the ringing up of purchases using an abacus (instead of a register) as recently as 1999 in Moscow (Davis, 2010).

Of course, like the people of any country, the people themselves were (and are) wonderful, and have a lot to offer. Highly literate, the Russians have millennia of sophisticated culture to offer (and so too, the cultures of many that fell within its grasp). A quick review of the countries that used to be part of Russia at some point across the previous century should easily indicate the complexity of culture and politics, as well as literal economic boundaries. Naturally, no one thought a transition to democracy would be like a light switch. Now, just past the two-decade mark, we see the impatience of the uninitiated both inside and outside Russia itself. The good news seems inevitable that Russia will continue through its growing pains, eventually finding its own democratic expression (even as we witness new oligarchs and corruption). Having inserted, and then extracted itself from so many cultures, and played with so many boundaries, depending on which city one lives in (70 to 80% of Russians live in or around an urban area, mostly in the west), that Russian is probably already multicultural.

Happy St. Valentine's Day

May you and yours have warm and wonderful moments today.


Elsewhere on the planet, this holiday has different configurations. Can you imagine walking down the street and the first person you saw became your Valentine? I don't know how far back (or actual) that tradition goes, as I tend to doubt that people still do that, who knows - welcome to Scotland.

In Japan and Korea the woman effectively makes her own gift, typically chocolate, and gives the gift to the man. On March 14, the man gives a gift back. And the Koreans take it one step further, on April 14, those without partners get to eat jajang, or black noodles.

In Estonia, it has become an opportunity for children to create crafts.

“Valentine's Day is a $14.7 billion industry in the U.S. But other countries are crashing Cupid's party, too.” (Forbes, 2009) Of course, this is what has driven Valentine's Day around the world; for what was effectively an ancient European holiday. So, while there is some standing for being cynical at what is a relatively recent holiday for most of the rest of the world, one might also pause to notice that not only did it not take much, but Valentines as a holiday of affection is an add on holiday for many countries. Many already had holiday of affection; Children’s Day, Grandparents Day, and so on.

Sure, one of the suggestions for celebrating in Singapore is to reserve a shared bath at a fancy hotel, but among the more fun noticing is how countries have made this their own. In China the emphasis remains with the youth. And in many locations the gift is not so much bought but made.

As Valentine’s Day is supposed to be about love, one has to guess it doesn’t much matter how it spread around the world, so much as that it did. How charming (and quickly) people do make it their own.

http://www.novareinna.com/festive/valworld.html
http://www.stvalentinesday.org/valentines-day-around-the-world.html
http://kealakai.byuh.edu/index.php?option=com_content&task=view&id=3462&Itemid=196
http://www.stvalentines.net/traditions.htm
http://www.mydearvalentine.com/valentine-around-the-world/
http://www.forbes.com/2009/02/11/valentine-mexico-ghana-entrepreneurs-sales_0211_globe.html

Structuring Market entry strategies to penetrate/expand in Japan [3of3]

Recommended market entry strategies




Academia often makes such a “to-do” over "current" research. Reviewing a solid article from some years ago has its own cachet, and the datedness affords us a different exercise perspective.

“The study shows statistically that if current technology trends continue, the United States will trail Japan by 2005… ”. Okay, that was quaint.

However, amongst the strategies we saw standards from even that time, strategies that were contemporary to that time and strategies that were forward-looking (to this time). This author would even go so far to say future looking, even beyond now. In a recent paper, this writer was advocating for a new marketing perspective for dealing with the multicultural, the quintessential approach to do what one could to develop one's "being". The article included the following line, “This alternative, in essence, would require foreign firms to become more Japanese in orientation and location, enabling them to compete the Japanese way.”

それをか？それを手に入れた！(Got it? Got it!)


References

Czinkota, M., & Kotabe, M. (1999, winter). Bypassing barriers to marketing in Japan. Marketing Management, 8(4), p36-43, 8p. Retrieved from http://web.ebscohost.com.libproxy.edmc.edu/ehost/detail?hid=14&sid=23c62c2b-9ebd-4b60-8fe9-b0574e80125f%40sessionmgr15&vid=1&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bsh&AN=2795277

Joseph, Peter . (2008, ). Zeitgeist Addendum [2:03:07] (Video ). Retrieved from ZEITGEIST official website : http://www.zeitgeistmovie.com/ : .

Venus Project (the). (2009). The Venus Project website (referential). Retrieved from The Venus Project: http://www.thevenusproject.com/

Zeitgeist Movement (the). (2011). The Zeitgeist Movement wiki [central website] (referential). Retrieved from The Zeitgeist Movement: http://www.thezeitgeistmovement.com/wiki/index.php/Main_Page

Structuring Market entry strategies to penetrate/expand in Japan [2of3]

Barriers

While being on the outside of a keiretsu (or any other insulated social structure) is clearly an additional barrier, all is relative (pun intended). While speaking of barriers, the article goes on to cite,

“Morgan Stanley Dean Witter & Co. entered the Japanese financial services industry by

Opening retail branches in 1998, when the Tokyo Department Store Group announced

the closure of its Nihonbashi store after 337 years (partially a result of Japanese

consumers' increased price consciousness)”.


While I do not tend to think of department store groups as analogous with major financial services titans, presumably such is the case here. Given there is no back-story, it seems that MSDW & Co. did not even bother considering entry until the unlikeliest of events, a 337 year old icon closing of its own accord (not the kind of strategy one can readily duplicate).

When the article spoke of “a need remains to offer channel members high levels of service and substantial financing”, there was a sense we may be within the arena of authentic, duplicate-able strategy.

The article went on to delineate, “16 problem areas for foreign firms doing business in and with Japan (… distilled to …) 1) unique Japanese business practices. 2) rigid quality/standard expectation and regulation. 3) high operational cost, and 4) preference for Japan-made products”, and reminded of the specific issues related to the keiretsu (“because they're linked together by means that are illegal in the United States (and) often are accused of dealing predominantly with group members, thereby denying market access to foreigners”.

Again, these are the known issues. The aforementioned service and financing referenced a potential window into this world. Let us now turn to the rest of what may work.


Market entry alternatives


Virtually always, a useful entrée strategy is to find a niche. That, along with catalog mailings, served L.L. Bean Inc., Eddie Bauer Inc., and Land's End Inc. to establish them to where their presence now includes brick-and-mortar storefronts.

E-commerce, non-store retailing and mail-order were also cited as worthy of exploring. (Although at one point the article mentioned, “Japanese industry lags behind the United States in its approach to information technology”, which seems arguable).

Borrow what works, of course. The article suggests repeating the value of the Japanese Export Complaint Management (ECM) system. At the heart of this idea is the management of that customer with a complaint who is also willing to lend voice to it as your most valuable customer of all. It may seem counterintuitive, but it cuts through all that marketing mumbo-jumbo, for here is a real living and breathing customer who was willing to tell you either where you are failing or how you can serve the customer better. Moreover, ignoring such a voice would be doing so at one's own peril, for anyone who is this vocal, you can be sure, will also carry this into word-of-mouth. Truth told, a dozen years later, this is now widely incorporated as a best practice.

This all seems old school. However, and consistent with the creative centric and people oriented current wave of marketing strategy, also mentioned were trade negotiations, better business strategy (vague) and a hunger and consciousness to conduct real market research. Also mentioned as useful, adapting products and services whenever and wherever it seems advantageous, to consider collaborations of all kinds (strategic alliances, mergers, etc.). Constantly be taking the temperature of the market (to be responsive wherever possible), to stand in the customer's shoes and take on the long-term orientation consistent with the Japanese and always be ever more service oriented.

Structuring Market entry strategies to penetrate/expand in Japan [1of3]

Introduction


This document references the article Bypassing barriers to marketing in Japan, by Michael Czinkota and Masaaki Kotabe, seeking to expand the various marketing insights they present; particularly as regards strategy and entry (Czinkota & Kotabe, 1999).

One of the foundational perspectives they bring to bear starts out with an early mention of the keiretsu. Much has been made of the keiretsu, as befitting such a construct. However, the writers’ caution is to not pair that which “may not be understood” with its foreignness, for this is not a secret society. Nor is such a construct unique. Indeed, if there is an anthropology or sociology associated specifically with business, there may be a lineage drawn to the earliest of tribes. Elsewhere in the global neighborhood, in South Korea, there is the chaebol. The keiretsu and the chaebol are business specific, while the Tata family in India may be every bit as business, yet also continues to honor bloodlines. There is a tradition of bloodlines, the Camorra (Spain/Naples) which became the Mafia (Sicily/the US) that spun from it (and, the often unmentioned, the Calabrian 'Ndrangheta, based in Australia, running that half of the planet).

Tribes were mentioned on the small end of this dynamic, and for context purposes (and perhaps amusement) on the larger end, whether reality or not (and for better and worse), man has at least conceived this as global as well (Joseph, Peter, 2008, Venus Project (the), 2009, Zeitgeist Movement (the), 2011).

The article goes on to mention other keiretsu-like institutions “such as the Virgin Group (UK) … and Cisco Systems (USA) … (and the airline) alliances …Oneworld and the Star Alliance."

One may conclude that this may be a universal group sociologic dynamic. One may consider this a global professionalism and skill, if you are outside the circle, insight and caution would be your byword.

The article then hedges as to whether “Japan may or may not emerge as the leader in

the Pacific trading bloc” (the article being a mere dozen years old now). No, China will, which makes the Japanese issues seem mentally challenged by contrast. That is to say, from a geopolitical perspective Japan now seems infinitely easier to deal with than a rising China. Bear this in mind (one presumes nostalgically) as the article draws near close, it punctuates with this final statement:

Yet any sharp economic downturn in the United States surely will bring Japanese

distribution issues back to the forefront of U.S. Congressional debates and action.

Preparing now for such an occurrence is not just good policy; it also makes good

business sense.

Again, one pines for the days when the relatively sophisticated distribution system of Japan was among the most challenging of things.

the “Silent Language" of EU Business [3of3]

Summation

If one has not noticed the idea already, let me be plain: all the ramifications of multicultural interaction are replete with distinctions, both gross and subtle; from silly to dangerous and that it is a lot of work. For those like this writer, a fascination with other cultures affords a study at a distance. However, at its hard-core, there are road warriors, who are constantly polishing an “A-game”, and while they are often well compensated, the silent language skill set is not the only one that they are constantly looking to develop. For those looking at a distance, assigning the meaning of glamour, this travel is rarely tourism.

Assimilating other cultures, however, is rewarding, and worthy of pursuit for its own sake. Analogous to making a child smile, showing a perfect stranger in his or her own country that you have taken whatever steps necessary to do the right thing is a gift of honor. Do not be surprised if that stranger gives you a smile in return.

Appendix 1

Countries of Europe, and their Relationship to the EU

 

Appendix 2

Appendix 3

References

Davis, F. (2011). the drift series, 1&2. Retrieved from [the authors illustrations] database.

European Union. (2011). the official website of the European Union [reference/resource]. Retrieved from http://europa.eu/abc/european_countries/eu_members/index_en.htm

Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862

Levine, R. (1997). the pace of life in 31 countries. In (Ed.), American Demographics (. Retrieved from [unknown]

Lewicki, R. J., Barry, B., & Saunders, D. M. (2010). Negotiation (6th ed. ed.). NY: McGraw-Hill / Irwin.

Member state of the European Union. (16:20, 3 January 2011). In Supranational European Bodies. Retrieved January 31, 2011, from http://en.wikipedia.org/wiki/Member_state_of_the_European_Union

Remland, M. S., Jones, T. S., & Brinkman, H. (1991). Proxemic and haptic behavior in three European countries . Journal of Nonverbal Behavior, 15(4), 215-232. doi: 10.1007/BF00986923

[unknown], (2010, August 08, 2010). time spent eating and sleeping (infographic ). Retrieved from OECD: [unknown]: .

the “Silent Language" of EU Business [2of3]

The brush stroke quality of the seriousness of time seems exploited when looking at the graphic by the OECD referencing the sedentary activities of eating and sleeping. The French are known for their food and their joie de vivre, to the point, the French people has a well-rounded life that is not work-centric, by comparison to their Norwegian cousins. By the way, the OECD originally formed in 1948 as the Organisation for European Economic Co-operation.


Let us take another approach. In Levine's 97 table, speed is relative, we find the countries ordered by “pace”. As we see, Germany is close to the top. Yet the Irish and Dutch alone beat Switzerland when it comes to walking speed. Only the German work ethic supersedes the Swiss at Postal Service. Proud of their association, and world-famous for its timepieces, the Swiss are unsurprisingly first at public clocks.

The relativity of time, therefore, is not by culture alone, yet further confounded by the posture or perspective with which we are treating time. For example, the questions that were addressed regarding time were what are you doing with it, how quickly is said doing and what their attitude about it is. In addition, these are only three different approaches.

Space, Things, and Friendship

As this writer sought earlier to illustrate the dynamic of time, coupled with the understanding that culture blurs, merges, fades or melts as it breaches geographies, the conjecture is similar as we come to a conversation on proxemics, kinesics, chronemics & haptics. Cultures that will physically get closer to you and are more apt to touch you tend to be closer to the Mediterranean. The further we move from the Mediterranean, it appears the less apt the culture is to be tactile and the more space is demonstrated (Remland, Jones, & Brinkman, 1991).

It is uncertain if this is associated at all with alcohol. The “drift” of alcoholism appears to follow a similar path. However, it is just as possible, given the history of alcohol production, that alcoholism had slowly evolved out of the gene pool over time, closer to the Mediterranean. The further away we go (and possibly the colder the climate), the less of an opportunity there has been over time to actually see a similar breeding out. Wherein a glass of wine may be common on most dining tables, and presumably had been for hundreds of years, around the Mediterranean, alcoholism does not seem as rampant. By contrast, the Scandinavian countries have serious issues with alcoholism, and in Russia, the figure is as high as half of all deaths have some connection to alcoholism. These are not countries that have had alcohol around for as long a period (one could throw Native Americans into this mix, as a relatively new gene pool to alcohol).

People are friendly everywhere. As always, it simply becomes a matter of doing one's research and paying attention, honoring where you are as best as one can.

Agreements, Influence on Negotiating Styles and Cross-Cultural Challenges that may arise

It is a safe bet that urban managers in more prosperous European countries are likely already familiar with the nuances and idiosyncrasies of their colleagues in nearby countries. Moreover, whole books have been written about basic structures of negotiation (that underlie strategy), even a few on multicultural negotiations (Lewicki, Barry, & Saunders, 2010).

This may seem simplistic; negotiation truly is more than just communicating, and for the purposes of this passage let us simply considers that negotiation is among the most muscular of communications. That said we cycle back to basic issues that may arise around nonverbal communications. Once again we see that the more we know, been inculcated, exposed to and are otherwise open to embracing, the better off we will be. It is been written many times elsewhere, there are things that one can do to prepare. It does not matter if one is from North America (non-European) or Bosnia-Herzegovina, if you doing business in Italy you had better dress to the nines and if you are doing business in Sweden, you had better be on time. If one wishes to

call these pointers (that can be readily collected online) part of the skill set, so be it. Perhaps that is a good base from which to start. Just know that there is a universe of nuance and subtlety out there, and in some measure, the development of one’s multiculturalism has the capability of producing success, by degree.

the “Silent Language" of EU Business [1of3]

Introduction


This document can only be cursory in its effort to address the questions at hand, and remain a modest document. Among the concerns are as follows (with an eye toward a focus on the European Union), [1] time, space, things, friendship, and agreements, [2] influence on negotiating styles, [3] identify and discuss some of the dominant cultural characteristics, and [4] what cross-cultural negotiating challenges arise.

Clearly no small deal, when a full on effort might easily be expressed as an entire consulting corporation. As a matter of defining terms it should be noted the EU (European Union) is comprised (at this writing) of 27 countries. Approaching a sixtieth anniversary, it began in 1951 with six members (the most prominent economically, France, West Germany, Italy, Belgium, Luxembourg and the Netherlands as the European Coal and Steel community). That still leaves two dozen countries today not members, four of which currently seek membership (Appendix 1 & 2).

Aside

A moment ago in the introduction this writer referred to “a full on effort … as an entire consulting corporation”. There are such globally positioned consulting firms. Unfortunately, without the research dollars to become a member of every one it is impossible to determine who knows what, and where the gaps may lay. No doubt, most smart countries (global agencies, organizations, etc.) have likely allocated in the necessary budget funds to underwrite such subscriptions. Aligning oneself with such a country, agency, etc. would not only reveal what gaps there may be, yet also the inevitable overlap of information. Moreover, a significant amount of this information is likely public information. Therefore, this writer invites the reader to consider this moment a kind of bookmark, that if there are enough of us we can (A) collaborate on the construction of a master database upon which we may represent ourselves as an affiliated consulting Consortium. (B) When we have enough funds to support the Consortium as a separate entity we could buy into all the other subscriptions (accessing proprietary data). (C) Doing this all with an eventual eye towards streamlining (deleting overlap), filling gaps, pursuing delineating the ongoing human condition, making ever more information ever more public as we establish ourselves as the supra-organization (a kind of union to those that have gone before).

This illustration may be glib, and it does not have to be. Two things to extrapolate, one is that this is entirely possible, and the other is to point out the “corrupt” manner with which these knowledge bases are evolving. By corrupt I mean exclusive versus public, duplicated and overlapped alongside vast gaps, the danger that once a certain dataset is established it may go without update and other whole areas of neglect.

Identify and Discuss some Dominant Cultural Characteristics

We know from other research that acknowledging demographic attributes by country is shorthand, and specifics may find ourselves crossing country borders, collecting a region, looking at a metropolitan area in particular and at the micro level, even neighborhoods. Nonetheless, we push on, working with what we have.

Time

In the reference book International Marketing Research by Dr. V. Kumar, the entirety of Chapter 18 refers to sensitivities vis-à-vis his marketing (in particular telephone marketing and direct mail)(Kumar, 1999). Unfortunately, as muscular as the text may be for what it is looking to target, a discussion of time and space as regards the fuller menu of cultural characteristics across Europe would likely take up a book of its own. The issue of time is briefly touched. Dr. Kumar is right to acknowledge the rigidity in the perception of time regarding the Germans, less so with the British and the less so still with the French. However, it is humbly submitted that it is the Swiss who are the most rigid with reference to time, and that there is a somewhat organic path radiating nearly vertically, marking an area of Europe that has a particular emphasis on time, and diminishing at the edges. This is not absolute, of course, and the point of the illustration is that it represents something of a pattern. The Germans take time almost as serious as the Swiss; the Scandinavians take time almost as seriously as the Germans. The British and those of the Baltic States are also notable in their seriousness about time, variously as much as the Germans across the spectrum to less than Scandinavians.

How Turks (& being Turkish) affect Marketing to Turkey [3of3]

Ismet Dural Circumciser: Tear off phone-number


(http://adsoftheworld.com/media/outdoor/ismet_dural_circumciser_tear_off_phonenumber). This is an interesting ad from a symbolic perspective. The “tear off” gimmick plays well here for a number of reasons. Firstly, the device has only been around for about five years and has yet to be “used to death”. However, the more important reason is that it gives the illustrator all the softening power needed to communicate to such strong men want is, essentially, the extricating of part of a penis. Being just a line drawing, something of a cartoon, the image is abstract, even cute, light, and funny. It should also be noted the “one among many” of the format, reminding the audience that other strong men have and will blaze this path.

Fortis Bank: plastic surgery loans (http://adsoftheworld.com/media/print/fortis_bank_plastic_surgery_loans). It should be said, perhaps more often, that all the women of the world are beautiful. There are different “flavors”, to be sure, yet from region to region, the human art that is woman is inarguable. That said, the women of the Mediterranean are one such region, or “flavor” of beauty. This ad finds this writer grinning inside knowing that this is nothing more than a before and after makeup job - they did not even bother to Photoshop it (reminding the question of a metric of global sophistication)! The strong nobility, the inherent beauty of this woman's face apparently constitute enough laurels to rest upon (or at least give the impression surgery was done – but where?). Exercised in the tagline power continues, alluding to payment being made after the fact by way of men falling over themselves, wanting to give freely just to be close.



Summery & Recommended culturally appropriate marketing

Among the larger themes of noticing were characteristics, adjectives, abstractions. Chief among these was strength. Others included pride, power, and the flip included a lack of whimsy and vulnerability. There is a use for such distilled observations.

Other noticing included an acknowledgment that there is a market to which one can sell. That strategic alliances or partnerships have been an entrée response for many, and there are domestic agencies (and yet there is room for outsiders). In addition, one should not overlook Turkey's larger position in the world, a possible base for reaching audiences in any direction beyond its borders.

Naturally, depending on the product and/or service (and the natural and necessary research in the wake of considering pairing the same with a Turkish audience), presuming entry makes sense, the next layer of research becomes how best to have voice (and how far is that voice expected to reach). Starting out, it might be useful (if they can be afforded) to engage a US-based ad firm with a presence in Turkey. Otherwise, the survey of the agencies that currently work there likely becomes the next step.











References

Ads of the World. (2011). Ads of the World: Turkey (reference/resource). Retrieved from Ads of the World / WebMediaBrands Inc.: http://adsoftheworld.com/taxonomy/country/turkey

Best Ads on TV. (2010). (by country): Turkey (reference/resource). Retrieved from Best Ads on TV: Turkey: http://www.bestadsontv.com/newsearch.php?q=Turkey&category=&adtype=&client=&agency=&prodco=&country=212&year=&month=&next=1

Cavusgil, S. T., Civi, E., Tutek, H. H., & Dalgic, T. (2003). Turkey (thesis). Retrieved from http://search.proquest.com.libproxy.edmc.edu/docview/202784084

Guardian, the . (2010). G20 credit ratings by country (reference). Retrieved from guardian.co.uk: http://www.guardian.co.uk/business/table/2010/sep/30/ratings-agencies-global-economy/print

Kwintessential. (2010). Turkey - Turkish Language, Culture, Customs and Etiquette (reference). Retrieved from Kwintessential [Turkey]: http://www.kwintessential.co.uk/resources/global-etiquette/turkey-country-profile.html

Organisation for Economic Co-operation and Development. (2010). Turkey (database). Retrieved from OECD Turkey: http://www.oecd.org/country/0,3731,en_33873108_33873854_1_1_1_1_1,00.html

Organisation for Economic Co-operation and Development. (2010, 27 May). Country statistical profile: Turkey (database). Retrieved from OECD Turkey: http://www.oecd-ilibrary.org/economics/country-statistical-profile-turkey_20752288-table-tur

Turkic Student Association at Berkeley (TSAB) . (n/d). So, what is exactly does “Turkic” mean? (reference). Retrieved from TSAB: http://tsab.berkeley.edu/what-is-turkic.html

the Globalist. (2011). Results 1 to 10 of 135 containing “ turkey ” (reference). Retrieved from the Globalist: http://www.theglobalist.com/Search.aspx?txtSearch=turkey

How Turks (& being Turkish) affect Marketing to Turkey [2of3]

Impact of culture on marketing


To market anything effectively one has to provide what is wanted and needed, and also ensure that it can be afforded. A casual survey of certain metrics, (as well as the Cavusgil, Civi, Tutek, & Dalgic article), assures us that there is enough of a consumer base in place; indeed, it is growing stronger by the day (Guardian, the, 2010)(Organisation for Economic Co-operation and Development, 2010).

Given that communication is the ruler by which we measure relationship, and in order to effectively be heard one needs to determine what and where the "open listening” is in order to effectively speak to it, being as thoroughly in sync with a Turkish sensibility becomes our minimum ground of being.

With all this presumed in place, let us now turn to “soak in” as much of that Turkish sensibility as we can.

Best Ads on TV

Best Ads on TV is a media site that affords us a glimpse into examples of commercial television from most any country on the planet. Unfortunately, it asks a subscription fee (and regardless how modest, this writer's principles preclude contributing to anything that might diminish the Internet as free), (Best Ads on TV, 2010). However, before turning away a quick “by country” search yielded five items (so there was not ton of material here anyway). Of the five items, the majority were by domestic agencies (albeit one by the Turkish satellite of McCann Erickson, an American firm). Another couple of commercials were by Asian ad agencies. Not exactly a scientific poll, however a facet to be aware of.

Ads of the World

The Ads of the World website embraces most major forms of media (and is free), (Ads of the World, 2011). We randomly selected five items for review at this site. By comparison again, the creation of three of the ads were creations of Turkish firms. In the balance, one ad agency was Romanian and the other “Asian”. A quick critique of these five ads, amplifying their Turkish qualities, follows.

Romtelecom Dolce Interactiv: Living statue (http://adsoftheworld.com/media/ambient/romtelecom_dolce_interactiv_living_statue). This television commercial leverages the gimmick of mannequins / statues come to life. This "trick" was passé in the West more than a decade ago, which calls into question a metric of global sophistication that has yet to be measured by House, et.al., Trompenaars or Hofstede. Conjectures would easily include the slowness of integration of Eastern Europe, and in part (as well as) for having been in the shadow of the Soviet Union. Nonetheless, it is a fun and light media piece. Culturally notable here would be the idealizing of soccer.

Migros M Milk: Nietzsche (http://adsoftheworld.com/media/print/migros_m_milk_nietzsche). What delightfully engaging print piece this is. It appears done by the Goth spawn of Norman Rockwell, teetering on the edge (of what, for many in the US, would already be over the edge). Proportionally speaking, the young boy appears to be approximately five, and of course, he is reading Nietzsche. That is the shtick - milk makes you smart! (There is a companion ad of the seven-year young girl reading Freud … a nicely played detail is that she is wearing a skirt and her legs are crossed at the thighs). Much like a very different illustration, we will see in a moment, the sense of Turkish strength is on display here, no vulnerability at all.

Levi's Kids: Humpty (http://adsoftheworld.com/media/print/levis_kids_humpty). Jeans have done exceedingly well in Turkey (Cavusgil et al., 2003). It is charming to note the European children's tale has had an audience in Turkey. To be aware of what among children's literature may be mutually familiar would either require research or the kind of strategic alliance that most of the literature (that touches on such things) refers to. The Turkish strength referred to in the preceding ad is on display differently. Not edgy Goth, yet for an image echoing children's illustration one may note a pleasant structure. One could argue an absence of whimsy. Then again, illustrated here is the toughness of Levi's. Would this be an excuse? If that argument wins, then the ensuing argument becomes why use a children's illustration format to communicate the toughness of jeans (because Turkish kids are tough?).

How Turks (& being Turkish) affect Marketing to Turkey [1of3]

Abstract


What impact do national culture and sub-cultures have on multinational marketing in Turkey? This document serves to overview among various key components to arrive at a synthesis; and consequent recommendations vis-à-vis marketing posture, et.al.



Environment; Historic, Geographic, Legacy, Social and Cultural

As Americans, we are so accustomed to being self-referential with the term “melting pot” that a reader in the United States could feel un-centered sharing that appellation. Yet, metaphorically, if the US is the Crystal Cathedral, then Turkey is the Cologne Cathedral.

There have been many empires, and every empire leaves a lasting mark. Perhaps no empire has left as compelling and vibrant a legacy as the Ottoman. On a modest website, from the University of South California, Berkeley, there is a question posed: “So, what is exactly does "Turkic" mean?” As the anonymous web designer goes on to answer their own question we find an influence stretching across all of what we know as the East; the Middle East, the near East, the Far East and everything in between. Such a Turkish background, therefore, is not restricted to Turkey alone, and this influence is not restricted to a basic language root.

Just off what is perhaps the most famous city, Istanbul, between the Sea of Marmara and the Black Sea, is the Bosporus. If one is so inclined, and many people do this every year, swimming the length of the Bosporus affords the swimmer of the bragging rights that they swam from Europe to Asia (or vice versa). Although the country with the greatest landmass, Russia, also spans both Europe and Asia, no other country so aligned maintains such a designation (besides Russia and Turkey). Turkey is exactly that kind of kaleidoscope, Middle Eastern, European and Asian.

Like most cultures throughout the Middle East one would absolutely want to establish a relationship first before moving on to consummating any business. The relationship needs to be authentic and maintained, as well. Yet just as throughout all of Asia, this is more than just breaking bread, it is a matter of “face”, and much more is expected of any friendship in Turkey than would be the case anywhere in North America. Unlike Asia, and perhaps more European, this relationship building more often than not has a beverage of choice: either black tea or Turkish coffee (tea being the most common beverage along the eastern edge of Europe, otherwise they have their own espresso)(Cavusgil, Civi, Tutek, & Dalgic, 2003)(Kwintessential, 2010).

Both their history and geography have left a legacy of a hardy people, and although the strength that seems constantly reflected throughout all that is Turkish is clearly there, don't mistake it for testosterone alone, Turkish women are strong, hearty and proud as well.

Silent Language Complexity American & Asia - marketing [3of3]

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/

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.

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.

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

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.

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

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.

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).

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

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.

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.

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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.

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!