International marketing management Essay

‘Self- Reference Criterion’ 1. Define problem or goals in terms of home-country cultural traits, habits and norms 2. Define problem or goals in terms of foreign cultural traits, habits and norms 3. Isolate the SRC influence in the problem and examine it carefully to see how complicates the problem 4. Redefine the problem without the SRC influence and solve for the foreign market Self-reference criterion (SRC) as an unconscious reference to ones own cultural values, experiences and knowledge as a basis for decisions. The SRC impedes the ability to assess a foreign market in its true light. For example, Americans may perceive more traditional societies to be â€Å"backward† and â€Å"unmotivated† because they fail to adopt new technologies or social customs, seeking instead to preserve traditional values. In the 1960s, a supposedly well read American psychology professor referred to India’s culture of â€Å"sick† because, despite severe food shortages, the Hindu religion did not allow the eating of cows. The psychologist expressed disgust that the cows were allowed to roam free in villages, although it turns out that they provided valuable functions by offering milk and fertilizing fields. Ethnocentrism is the tendency to view one’s culture to be superior to others. The important thing here is to consider how these biases may come in the way in dealing with members of other cultures. Self-reference criterion importance to a marketing firm planning to enter international markets for the first time. Importance of Self-reference criterion as a topic of research Self-reference is a topic whose theoretical foundations have so far primarily been studied in the context of logic, the philosophy of language, systems theory, and post-modern culture. In computer science it has been a topic in the context of the recursively of Turing machines. In semiotics, there have been only few studies which have dealt explicitly with this topic, although marginal reflections on self reference can occasionally be found in the context of the theory of reference. Levels and degrees of self-reference criterion: Examples from advertising Just as signs may self-referentially refer to the world of signs, the media may refer to the world of the media in a self-referential manner. Citations, intertextuality, intermediality, met textual references, repetitions, recursions, and references to the communicative situation are some of the symptoms of self-reference in the media. Various degrees of self-reference must be distinguished, from the sign that refers to nothing but itself to the sign that refers only partially to itself and partially still to something else. Furthermore, self reference occurs at different levels of the message in which it occurs. Beginning with the smallest elements of the message, the first three levels of self-reference are derived from Peirce’s trichotomy of the interpret ant: 34 rheumatic (equivalent to the unit of a word), dicentic (equivalent to a proposition), and argumentative self-reference. In extension of this Peircean triad, textual, intertextual, intermedial and communicative self-reference will be distinguished. Communicative self-reference criterion Communicative self-reference pertains to pragmatics, the situation of text production and reception. The roles of the readers or the spectators and the enunciative roles of the authors, the producers, the actors or the players become the topic of the message. Instead of presenting or representing ideas or events in the world beyond the message, the text deals with its own communicative context, its communicative function, and its presuppositions. The text has thus its own pragmatic dimension as its topic. For example, the audience of a film is reminded of the fact that it is participating in the film while sitting in the film theatre. 38 Peter Greeanway’s actors that step out of their role as actors and mingle with the audience, or Alfred Hitchcock, who steps out of the role of a film producer to become an actor are further examples of communicative self-reference. B) International marketer must have knowledge of sub cultural groups Introduction Culture is concerned with social behaviour and attitudes, and this paper aims to highlight its significance for entry into foreign markets. Culture has been defined as â€Å"the integrated sum total of learned behaviour traits that are manifest and shared by members of a society†. Cultural factors have been itemized in the existing literature, but clearly among the most important are: customer beliefs and attitudes; morality, ethics and religion; social and consumption values; language and literature; social systems and social behaviour (especially the family); historical background; arts and aesthetics. Two authoritative studies have identified concepts of culture both as barriers to entry and as dynamic movers (Herkovits, 1970, Clutterbuck 1980). Furthermore, insufficient research attention has focused on defining more conceptual approaches to the internationalization of retailing and there is an even greater paucity of research into strategies for retailer entry modes; this is the main justification for this paper. In researching their approach to overseas markets, retailers must consider that culture can have an impact on their merchandising and promotion. The culture in which a person lives affects his/her consumption patterns and also the meaning that is attached to specific products. When promoting merchandise in a new culture, it is easier initially to appeal to existing culture requirements or expectations than to try to change them. Merchandising and promotion must be sensitive to the basic values of the country and the differences in patterns of consumption. Case Example (1) Entry into the Swiss Market In Switzerland, foreign dishwasher manufacturers and retailers expected the same rapid sales they had first obtained in other West European markets; but sales in Switzerland were so slow that research had to be done to find out why (this research should, of course, should have been done before, not after, market entry). The research showed that the Swiss housewife had a different set of values to, for example, her French and English counterparts; she was very conscious of her role as strict and hardworking, and her responsibility for the health of her family. To the Swiss housewife dishwashers simply made life easy, and this conflicted with her Calvinistic work ethic. As a result of this research, dishwasher manufacturers had to change their advertising – promoting, instead of ease-and convenience, hygiene-and-health. They did this by emphasizing that because dishwashers used temperatures higher than hand hot the process was more hygienic than washing up by hand. Thereafter retailers had no problem selling automatic dishwashers in Switzerland. Source: Author Cultures across countries High context culture – the meaning of individual behaviour and speech changes depending on the situation – nonverbal messages are full of important meaning (Read between the lines) – e. g. Saudi Arabia and Japan, written contracts are not always enforceable as new people move into executive positions (Chile, Mexico) Low context culture – intentions are expressed verbally – the situation does not change the meaning of words – e. g. India, China, Australia, New Zealand Cultural Assessment International retailers need to communicate meaning through the transmission of messages to people of different cultures if they are to succeed in the promotion of their products to enter foreign markets. Misunderstandings caused by cultural differences can seriously damage the image of a firm or product; therefore, in order to ensure the message transmitted is received in its correct form, the retailer needs to be completely aware of the implications of all the elements of the message in the foreign culture. Failure on behalf of the retailer to adapt to the intricacies of national customs and develop a rapport will lead to inadequate market entry strategies. Accurate communications are so vital that any risk of cultural misunderstanding needs to be eliminated. Firms must identify key management positions and insist that they are held, whenever possible, by someone of the same culture. Many firms make the mistake of putting nationals from the parent companies in charge of key positions within their foreign subsidiaries, often on the basis that fluency in the language is sufficient. In attempting to understand the most significant elements of the foreign culture, companies have to be vigilant and ensure a balance is maintained. There is no one method to adopt in the evaluation of other cultures for retailing purposes as the nature of the goods being offered should govern the method of assessment. The retailer must be sufficiently perceptive and guard against the over-exaggeration of the differences or the similarities between the foreign culture and its own. For example, in analyzing the United States market, a UK retailer may overemphasize a perceived common culture stemming from the common language and close political and economic relations. â€Å"A common language cannot indefinitely set the seal on a common culture when the geographical, political and economic determinants of the culture are no longer the same throughout its area. † The withdrawal of Marks and Spencer from the Canadian market in 1999 is a case in point; their precept was that the aforementioned â€Å"perceived† cultural affinity would facilitate acceptance of the St Michael brand name; in short the common language or heritage does not guarantee a common culture. A further complication in determining the important facets of a country’s culture is the existence of more than one culture or sub-culture within many nations world-wide. Table 1 lists a few states with cultural differences based along linguistic groupings and the problems these present to the international retailer. A cultural assessment will reveal a modal pattern, but a truly useful evaluation will also expose considerable variations within a group or a subset group. In fact, for some cultural characteristics, there may be a wider range within a given society than between societies. For example, young professional 25-30 year olds in Spain, France and Italy may have more in common, in terms of values, tastes and aspirations, than with their non-professional compatriots of the same age group. A cultural evaluation can be either static or dynamic. A static assessment serves only to identify the differences in variables between cultures, whereas a dynamic appraisal seeks to indicate which variables will change in the future, in what order and with what speed. For the international retailer, the identification of which changes would be readily accepted or rejected can mean the difference between success or failure. The analysis of a culture to ascertain the peculiarities of the population can be extremely expensive, time-consuming and unwieldy. Therefore, having conducted a rapid survey of key cultural elements of a nation, the international retailer with limited resources may choose to carry out a Partial Cultural Assessment which focuses on key elements fundamental to the success of its operations in any country. Table 2 shows several cultural factors, which could frustrate the progress of the operations in the event of a retailer failing to obtain accurate data from the assessment of the foreign markets; if a single element is incorrectly assessed, the effectiveness of the strategies will be diminished.