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ed force or voluntary work. Although the survey emphasized travel, a one-time trip to New York with a stay at a very large hotel and scheduled sightseeing tours does not significantly contribute to cultural knowledge. Travel that involves meetings with company personnel, intermediaries, facilitating agents, customers and government officials, on the other hand, does contribute. HOWEVER, FROM THE CORPORATE POINT OF VIEW, GLOBAL CAPABILITY IS DEVELOPED IN MORE OAINSTAKING WAYS: FOREIGN assignmentS, NETWORKING ACROSS BORDERS AND THE USE OF MULTi-country, multicultural teams to develop strategies and programs. At Nestlé, for example, managers move around a region (such as Asia or Latin America) at four- or five-year intervals and may serve stints at headquarters for two to three years between such assignments. Such broad experience allows managers to pick up ideas and tools to be used in markets where they have not been used or where they have not been necessary before. In Thailand, where supermarkets are revolutionizing consumer-goods marketing technique perfected elsewhere in the Nestlé system are being put to effective use. The experience the, in turn, are used to develop newly emerging markets in the same region, such as Vietnam. (Czinkota et all 2009: 73)Other oversights may lead to more costly mistakes. for example, Brazilians are several inches shorter than the average Americans, but this was not taken into account when the US store Sears erected American-height shelves that block Brazilian shoppers' view of the rest of the store. (Czinkota et all 2009: )

 

International business success requires not only comprehensive fact finding and preparation but also an ability to understand and fully appreciate the nuances of different cultural traits and patterns. Gaining this interpretative cultural knowledge requires ‘getting one's feet wet' over a sufficient length of time. Over the long run, culture can become a factor in the firm's overall success. (Czinkota et all 2009: 75)

 

Research has shown that the take-off point for new products (i.e., when initial sales turn into mass-market slaes) is six years, on average, in Europe. However, in northern Europe new products take off almost twice as fast as they do in southern Europe. (when will it fly? The Economist , 9 August 2003, 51) It is important to position the product as a continuous innovation that does not require radical changes in consumption pattern. (Steenkamp and Hofstede, 1999) Since the United States higly regards individualism, promotional appeals should be relevenat to individual empowerement. also messages should be informal and friendly. In opposite situations, marketing communications have to emphasize thet the new product is socially accepted. However, if the product is imported it can sometimes utilize global or foreign cultural positioning. For example in China, individualism is often used for imported products but almost never for domestic ones. (Czinkota et all 2009: 77)

 

Understanding the implications of the dimensions helps businesspeople prepare for international business encounter. For example, i本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。