Presentation on theme: "You may say Im a dreamer, but Im not the only one; I hope some day youll join us, and the world will live as one. John Lennon (1940 – 1980) British musician."— Presentation transcript:
You may say Im a dreamer, but Im not the only one; I hope some day youll join us, and the world will live as one. John Lennon (1940 – 1980) British musician and songwriter When I am at Milan, I do as they do in Milan; but when I go to Rome, I do as Rome does. St Augustine (354 – 430) Roman theologian/philosopher
1.Power-Distance, or the degree of inequity among people that a countrys population sees as normal. Countries such as such as the USA, Germany and the Netherlands scored low on power- distance, while Russia and China scored high. 2. Individualism versus collectivism, or the degree to which people prefer to act as individuals rather than as members of groups. Countries or regions such as Hong Kong, Indonesia and West Africa scored Low on individualism; while the USA and the Netherlands scored high. Hofstedes five cultural dimensions (1)
Hofstedes five cultural dimensions (2) 3. Masculinity v. femininity, or the degree to which values often labelled masculine (e.g., assertiveness, competitiveness, performance orientation) prevail over those often labelled feminine (e.g., relationships, solidarity, service). Scandinavian countries, the Netherlands and Russia scored low on masculinity, Japan and Germany scored high. 4. Uncertainty avoidance, or the degree to which people preferred structured rather than unstructured situations. Countries such as Hong Kong, Indonesia, and the USA scored low, while Japan, Russia and France scored high. 5. Long-term versus short-term orientation. Countries such as Japan and China scored high on long- term orientation, whereas the USA and Britain scored low.
1. Why is Kodak considering expanding into China? 2. In what ways might Kodak be a tiger in relation to local Chinese competition and why, as the Chinese proverb suggests, although you may be a superior force, in unfamiliar territory, you may be weaker than local forces. 3. What strategy should Kodak pursue? 4. In negotiating with the Chinese, what insights can be gained from models in this chapter?
1. Why was I surprised by Biggles during the flight to Seoul? Why would Korean Airlines be hiring British pilots? 2. Why might culture be part of the explanation for the poor safety record of Korean Airlines? 3. What other factors may also play a part? 4. What solution could you suggest for this difficulty?
1. Why might the world be Californianising? 2. What forces exist for localization? 3. How might the bank in the case address the need for global efficiencies on the one hand and the pressure for local customization on the other? 4. Why did Philips and WalMart misinterpret their foreign consumers? IKEA: Glass or vase?
1. Why might the three European countries have acted differently in Guyana? 2. Why did the different approaches lead to different types of outcome? 3. Why did the English adjust their approach towards that of the Dutch? 4. What lessons can we learn about the differences between Guyana, Suriname and French Guiana today?
1. Why did Vodaphone launch its hostile bid for Mannesman? 2. Why was there German outcry at the prospect of Vodaphone acquiring Mannesman? 3. Why did Mannesman lose the contest? 4. Was this a good outcome for all stakeholders?
1. What were the benefits to Coke of going global? 2. How was this global approach mirrored in Cokes… structure? 3. Why has Coke now decided to go local? 4. What effect might this new local strategy have on Cokes organization?... 5. Why is McDonalds persisted with a global approach? 6. What risks does McDonalds face with this strategy? 7. Where would you position Coke and McDonalds on the Global Integration/Local Responsiveness grid?
1. HSBC has grown primarily through acquisitions. What are the virtues of this approach? 2. Why was James Bond not the best choice of personality for HSBC? 3. Why does Michael Palin resonate so strongly with HSBC executives? 4. HSBC claims distinctiveness in persistence and commitment to markets. How is this possible and why might it confer advantage? 5. How can HSBC compete effectively by championing local diversity and yet proclaiming itself as a global bank?
1. Why is Rover trying to enter into a strategic alliance with SAIC? 2. What are the attractions for SAIC to enter into this alliance with Rover? 3. Why has Honda chosen to manufacture and distribute for itself in China rather than using some form of strategic alliance? 4. What insights can international business theories give us in comparing the expansions of Rover and Honda into China? 5. What are the implications for the two international strategies in the UK car market?