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Embrace local culture: many corporate credos include a promise to be the best possible corporate citizens en every community operate in. For example, in 3M's plan near Bangkok, Thailand, a Buddhist shrine, wreathed in flowers, pays homage to the spirit Thais believe took care of the land prior to the plant's construction. Showing sensitivity to local customs helps create local acceptance and builds employee morale. More important, it contributes to a deeper understanding of the market and keeps the company from inadvertently doing something to alienate constituents.

Build relationships: each county-market has its own unique set of constituents who need to be identified and nurtured. Establishing and nurturing local ties at the various stages of the market-development cycle develops relationships that can be invaluable in expansion and countering political risk. 3M started preparing to enter the China market soon after President Nixon's historic visit in 1972. For ten years, company officials visited Beijing and entertained visits of Chinese officials to company headquarters in Minneapolis-St- Paul. Such effort paid off in 1984, when the Chinese government made 3M the first wholly owned venture in the market. Many such emerging markets require long-term commitment on the part of the company.

Employ locals in order to gain cultural knowledge: the single best way to understand a market is to grow with it by developing the human resources and business partnership along the way. Of the 7300 3M employees in Asia, fewer that ten are from the United States. In fact, of the 34 000 3M employees outside of the United States, and less than 1% are expatriates. The rest are locals who know local customs and purchasing habits of their compatriots. In every way possible, locals are made equals with their US counterparts. For example, grants are made available for 3M employees to engage in the product-development process with concepts and idea development.

Help employees understand you: employing locals will give a marketer a valuable asset in market-development (i.e., in acculturation). However, these employees also need their own process of adjustment (i.e., corporation) in order to be effective. At any given time, more than 30 of 3M's Asian technicians are in the United States, where they learn about the latest product and process advances while gaining insight into how the company works. Also, they are able to develop personal ties with people they may work with. Furthermore, they often contribute by infusing their insight into company plans. Similar schemes are in place of distributors; distributor advisory councils allow intermediaries to share their point of views with the company.

Adapt products and processes to local markets: nowhere is commitments to local markets as evident as in product offerings. Global, regional and purely local products are called for and co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。