successful in one group of countries may be entirely inappropriate in another group of countries. However Levis has being able to success turns on its ability to create a global strategy that does not strangle in local initiative. It is a delicate balancing act, one that often means giving foreign managers the freedom needed to adjust their tactics to meet the changing tastes of their home markets. Levi always tries to minimize the degree to which culture prevents them from producing standardized promotional campaigns. This is because of the benefits of economies of scale and the higher quality that can be obtained for a single advert than for a multiplicity of local adverts.
International Marketing Management Levis Strauss & Co.
University College Dublin 3
Culture can also be a barrier in relation to the suitability of the product in particular local markets. Countries differ in their tastes and fashions may create the need for adaptation. For example, in Islamic countries females are discouraged from wearing tight fitting dress. Likewise, Japanese consumers prefer tighter fitting jeans than the American counterparts. It is therefore evident that fit, design and style of jeans need to be adapted to meet the requirements of the local buyers. The appropriate colors to use both in the product and the promotional materials also have cultural dimensions. For example, the white color is associated with death in China but black is the color of death in Europe. Levi Strauss when setting up its own direct sales force found that the debt collection period was a six month period in Japan compared with a one month period in the home country. Adaptation to such local trading customs was necessary in order to penetrate the Japanese market. Additionally it is therefore important for pricing to take into account of cultural habits before setting the final price in different