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TOPSHOP CROSS CULTURAL TRAINING

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Presentation on theme: "TOPSHOP CROSS CULTURAL TRAINING"— Presentation transcript:

1 TOPSHOP CROSS CULTURAL TRAINING
IM CONSULTANTS With you today: Ian Haskett Monica Chudy Njazi Zyberaj Candice Clements Amy Gurney Shannon McCallam

2 IM Consultants Who we are. What we do.
We are IM Consultants Based in Bournemouth with twenty years experience in cross cultural training. We cover Europe, China Japan and India. What we do. We offer bespoke cross cultural training packages. Designing and delivering training seminars and consultancy programmes to corporate and public organisations. We asses our clients needs through initial meetings and make detailed proposals based on the specific requirements identified

3 Overview of the assignment
Karen Jenkins, TOPSHOP Brief profile / biography of the manager Karen Jenkins has a background in Buying and procurement for Marks and Spencers. Four years ago she started working for Topshop as a senior buyer and has been promoted to Buying manager for the Japanese stores. Karen has a husband who is a teacher and has secured a position in a Japanese school for the duration of Karen’s assignment. Their two teenage daughters are in a UK boarding school, they will not be joining her on the assignment but may visit out of term. Brief overview of the assignment The new role is Buying Manager for the recently formed Topshop franchises in Japan. Product channel sourcing, price negotiation and contracting; Coordinate with suppliers / vendors for logistics issues; Provide product training and trend information to frontline sales staff; Achieve sales & profit targets based on seasonal business plan; Cooperate with Marketing Team in promotion planning;

4 Overview of Japan Politics: The Liberal Democratic Party (LDP) was in power for much of the country's post-war history. It was ousted in 2009 by the Democratic Party Economy: Japan has the world's third-largest economy; its multinationals are household names International: There has been tension with China and South Korea over Japan's wartime past Main exports: Vehicles, computer parts, chemicals, scientific instruments and watches GNI per capita: US $37,870 (World Bank, 2009) Climate: Twenty percent of the world's earthquakes take place in Japan, which sits on the boundaries of at least three tectonic plates. Population: million (UN, 2010) More than three quarters of the population live in sprawling cities on the coastal fringes of Japan's four islands. Capital: Tokyo Major language: Japanese Major religions: Shintoism, Buddhism Life expectancy: 80 years (men), 87 years (women) (UN) Monetary unit: yen (BBC, 2011)

5 Cross-Cultural Profiles: Japan & UK
Time focus Japan: polychronic culture (however, Japanese use of time exhibits both monochronic and polychronic traits); flexible approach to time; building a long-term relationship is a priority of most Japanese businesses UK: monochronic culture; time is tangible and inflexible, activities are structured and scheduled in a linear fashion; control systems involving strict timetabling/deadlines Power Japan: high power distance; organisational structure is strict & hierarchical; everyone has a distinct place in the hierarchy in a social and business situation; practice of lifetime employment UK: flatter and less bureaucratic approach; less adherence to hierarchy with more impact to get work done effectively and efficiently; ideas of ‘jobs for life’ overtaken by change in work patterns and prospects Source: Browaeys & Price, Understanding Cross-cultural Management ,1st Edition. Pearson education 2009

6 Cross-Cultural Profiles: Japan & UK
Time Orientation Japan: past and long-time future oriented; business engagements require long-term commitment and focus on long-term benefits UK: present and short-time future oriented; determined to achieve short-term goals and objectives rather than developing objectives in the long-term context or through long time cooperation Organisational Structure Japan: Collectivistic culture-interests of the group prevails over individual interests; strong sense of belonging to a group UK: Individualistic culture- ‘I’ predominates over ‘We’; promotes individual goals, initiative and achievement Communication Japan: high context culture; tendency to use many indirect and implicit messages; nonverbal communication- usually in the form of subtle gestures/ hints UK: low context culture; value direct, simple and clear messages; communicators tend to be straightforward, concise and efficient Source: Browaeys & Price, Understanding Cross-cultural Management ,1st Edition. Pearson education 2009

7 Tasks & Challenges Negotiations: Communication:
Focus on long-term relationship is crucial for successful negotiations in Japan Negotiating with the Japanese could be lengthy process Punctuality is very important Communication: Different Language In Japan much of communication is unspoken and implicit; it is easy to cause offence or misunderstanding Japanese very strongly dislike conflict; ‘saving face’ is very important

8 Tasks & Challenges Leadership & task distribution:
Different leadership style; maintaining harmony is critical Japanese prefer hierarchy organisational structure with strong emphasis on status; gender and age could be an issue In the Japanese organisations work and tasks is assigned to groups rather individuals Compensation & performance management: Seniority-based pay and fixed compensations packages are common practices in Japan Japanese value group reward rather individual Informal check of performance is common

9 Tasks & Challenges Recruitment & Training Institutional environment
Still is common for people to expect continued employment and training Recruitment process and training are focused on team building Institutional environment Labour legislation e.g. minimum wage in Japan depends on the industry, difficulty of the job, years of experience, as the region where you work Trade Unions have different structure Different healthcare system Commercial Law

10 Training Objectives Short term objectives:
Awareness: expectations and realities of working overseas Cultural understanding: behaviour patterns inside and outside the business environment Commercial law: knowledge of the legal requirements in Japan for businesses Language skills: a basic working knowledge of business Japanese Communication: effective conversation, meeting etiquette and negotiation skills Long term objectives: Successful integration into the Japanese business environment Effective management of both local and international team members to meet long term business growth objectives Ensure re-integration into the UK business environment after 2 year assignment

11 Proposed Training Program
Pre-departure: Didactic training – general and specific cultural - Orientation briefing with partner and line manager - One to one and group lectures and workshops - Reading materials and textbook study - Case study discussions - Videos Experiential training – general and specific cultural - Workshops on cultural differences and their implications - Theoretical exercises - Role play - Immersion - Language oral scenarios

12 Proposed Training Program
In-country: Local immersion: accompanied meetings can be offered by local support network Weekly support sessions: identifying issues and additional training needs Office hours support line service for any queries or issues with understanding local events and/or customs Support documentation: Printed copies of all training materials Online access to case studies, video materials and translation services Language training can also be provided in mp3 format for ongoing study

13 Measuring Our Success IM Consultants use Kirkpatrick’s (1994) 4 levels of training evaluation to report on the progress and success of our training. Reaction: how the delegate reacts and interacts with the training e.g. feedback forms and self assessment exercises Learning: measuring the knowledge increase (before vs. after) e.g. interview, observation and formal testing Behaviour: measure of implied learning, how knowledge is used ‘on the job’ e.g. interviews and observation over time Results: the final effects on the business and environment of the training e.g. management appraisal systems, line manager interviews All evaluation documentation will be provided weekly for discussion on progress against the agreed training objectives.

14 Timings Time scales are based on one day per week of training time
We recommend that integration into the Japanese team begins as soon as possible, with live training taking part as the candidate moves into the role Language training should be allocated extra out-of-work study time

15 Costs Pre-departure training:
8 x full day sessions spread over 8 weeks: £4,000 Full documentary support and supplementary learning materials: £250 In-country: 4 x weeks of local support: £2,000 (based on 2 hours of telephone consultation, 4 hours of accompanied meeting and unlimited use of office support line per week) Repatriation training 2 x weeks of local support: £1,000 (Individual requirements and return package will be assessed) TOTAL = £7,250

16 IM Consultants have over 20 years of experience delivering bespoke cross cultural training solutions. We have successfully integrated over 250 candidates into Asian positions in the last 5 years. Any questions?

17 References BBC, Published 12/03/11 Accessed 23/04/11 available from Browaeys, M., and Price, R., Understanding Cross-cultural Management, 1ed, Pearson Education Limited. Businessballs, Kirkpatrick’s learning and training evaluation theory. Available from: [accessed 22nd April 2011] Businessballs, Training program evaluation. Available from: [accessed 22nd April 2011] Collectivist and Individualist Cultures. Available from: [accessed 15 April 2011] Dahl S., Monochronic and Polychronic Cultures. Available from: [accessed 20 April 2011] Doing Business in Japan. Available from: [accessed 20 April 2011] Hall’s Cultural Factors. Available from: [accessed 18 April 2011] Hofstede G., Cultures Consequences. Comparing values, behaviors, institutions and organisations across nations. 2 nd Ed. Sage Publications Inc. Hofstede, G., Cultural Dimensions. Available from :http://www.geert-hofstede.com/hofstede_dimensions.php?culture1=94&culture2=50 [accessed 20 April 2011]

18 Kwintessential, 2011. Culture awareness and etiquette training
Kwintessential, Culture awareness and etiquette training. Available from: [accessed 22nd April 2011] Labour Situation in Japan and Analysis: Detailed Exposition (2011/2012). [Accessed: 18/04/2011] Negotiating International Business- Japan. Available from: [accessed 20 April 2011] O’Hara M and Johansen R. Transcending Cultural Barriers: Context, Relationships and Time. Available from: [accessed 18 April 2011] Raimo, S., The Impact of Edward Hall on Cross-Cultural Leadership Communication Available from: [accessed 18 April 2011] Ridolfo, M Developing a Cultural Profile, Activity Slides. International Management. Bournemouth University. Sachiko, T International management lecture slides. Bournemouth: Bournemouth University. The Labour Situation in Japan (2002/2003). [Accessed: 18/04/2011] The Washington Post (Monday, September 7, 2009). Health Care in Japan: Low-Cost, for Now. [Accessed: 20 /04/2011] Traditional Japanese Business Management Systems. Available from: [accessed 20 April 2011] World Business Culture. Doing Business in Japan Available from: [accessed 18 April 2011] World Business Culture. Doing Business in Britain. Available from: [accessed 18 April 2011]


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