...Case Study Analysis Larry Dean Psy 322 June 2, 2014 April Ward Case Study Analysis When a company makes the decision to market their product or service to multiple cultures, they must be very aware of the intricacies and differences between each of the cultures. While some customs or traits associated with a particular culture are very overt or obvious, others may not be. Detailed analysis must be done to ensure that all of these traits have been considered. Failure to do so could result in a lack of profits at best and a negative hit to a brand name at worst. Two case studies give examples of companies attempting to market and sell their products and services in new cultures. Case One: Japan to Apple’s iPhone: “No Thanks!” When Apple unveiled its much anticipated iPhone to the United States the response was overwhelming. The iPhone broke new ground in smartphone technology with its touch display, 3G data network capability and internet-based applications and utilities. Apple enjoyed huge sales and revenue in the United States. Similar success was enjoyed when the iPhone was released in other countries around the world as well. Overall, the feedback was very positive. So when it came time to release the iPhone in Japan, analysts estimated a million sales. Revised estimates after the release, however, were a staggering 50% lower at 500,000 units sold. There was initially much confusion as to why actual sales were so much lower than what was initially anticipated...
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...Cross-Cultural Consumer Behavior Brad Lytle PSY/322 March 12, 2012 Chawn Williams Cross-Cultural Consumer Behavior When a company makes the decision to market their product or service to multiple cultures, they must be very aware of the intricacies and differences between each of the cultures. While some customs or traits associated with a particular culture are very overt or obvious, others may not be. Detailed analysis must be done to ensure that all of these traits have been considered. Failure to do so could result in a lack of profits at best and a negative hit to a brand name at worst. Two case studies give examples of companies attempting to market and sell their products and services in new cultures. Case One: Japan to Apple’s iPhone: “No Thanks!” When Apple unveiled its much anticipated iPhone to the United States the response was overwhelming. The iPhone broke new ground in smartphone technology with its touch display, 3G data network capability and internet-based applications and utilities. Apple enjoyed huge sales and revenue in the United States. Similar success was enjoyed when the iPhone was released in other countries around the world as well. Overall, the feedback was very positive. So when it came time to release the iPhone in Japan, analysts estimated a million sales. Revised estimates after the release, however, were a staggering 50% lower at 500,000 units sold. There was initially much confusion as to why actual sales were so much lower...
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...Siemens AG Bribery Scandal This paper will focus on the analysis of the well-known and popular bribery scandal in the world, such as Siemens AG Bribery Scandal which occurred in November, 2006. Siemens AG is one of the largest and most popular electrical engineering companies operated in the world. The present company was founded in 1847 in Berlin and is now headquartered in Munich, Germany. The discussion and the proper analysis of this bribery scandal will help to learn many effective lessons from this situation helping organizations and individuals to avoid such cases and experiences in the future. Siemens was considered one of the most powerful and productive companies in the field of electronics and that bribery scandal surely affected its business and popularity in the world greatly. It was difficult to understand the underlying causes of this bribery scandal, especially on the part of such large, successful and popular company known not only in Germany but also all over the world. In fact, several employees and even executive board members were charged guilty in this scandal and imposed huge monetary fines for illegal and unethical behavior harming the business of the company greatly. Brooks and Dunn stated that the company developed a corrupt organizational culture “in which hundreds of millions of Euros were put into slush funds that were then used to pay bribes in order to obtain lucrative contracts” (Brooks and Dunn 290-291). There were several cases of such bribery...
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...Introduction The Walt Disney Company was originally founded in 1923; a company committed to providing quality and wholesome entertainment experiences to people of all ages. The company is known for the following four segments, which consist of Studio Entertainment, Parks and Resorts, Consumer Products and Media Networks. The Walt Disney Company consists of five (5) Disneyland and Disney Park Resorts, in total. Two are located in the United States, one in Europe and two in Asia Pacific. The original Disneyland Resort was built in 1955, in Anaheim, California; followed by Disney World Resort, Lake Buena Vista, Florida in 1971. After the success of these two large theme parks in the United States, Disney decided to expand internationally. First Tokyo Disney Resort built in 1983, secondly, Disneyland Resort Paris (EuroDisney) which opened its doors in 1992, and thirdly, Hong Kong Disneyland, opening its doors in 2005. Case Study Questions 1. The factors that contributed to EuroDisney, now called Disneyland Resort Paris, poor performance during its first year of operation was the lack of knowledge of their target market, cultural differences between the USA and Europe, and the failure to take into account that “Paris is Europe’s most-popular city destination among tourist of all nationalities”. Disney did a bad job at understanding Europeans and their lifestyles. Unfortunately, for Disney the French were neither happy nor receptive to having what they called “America Cultural...
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...projects and conflicts started arising between the people of different races and culture (Kotler, 2008). Keeping in view of such situations, Dutch Sociologist Gerard Hofstede came up with a study named as Geert Hofstede’s Cultural Dimensions in which he laid stress upon five aspects naming Power Distance Index, Individualism, Masculinity, Uncertainty avoidance index and Long term Orientation. The case study in this paper focuses more towards the cultural difference between employees of Disneyland that are located in different countries. Using Hofstede’s 4 culture dimension, highlighting main cultural differences between United States and France: Disneyland is an American Idea of a theme park which serves as a recreational place for children and families. This theme park originally started from Anaheim, California (United States) and later on after receiving massive response from visitors all around the globe, the directors of the company started off with opening similar type of theme parks with the same name of Disneyland in Orlando (US), Tokyo (Japan) and at Marne-la-Vallee (France). Although Disneyland did not find much difficulties in starting off their operations in Orlando and Tokyo and attracting large number of visitors in both locations but the response at Euro Disneyland had been alarming for the company. The Euro Disneyland had 12000 employees and most of them were from France. With the American idea being implemented in France,...
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...Contents I. APP Pharmaceuticals 3 II. Background/Overview of APP Pharmaceuticals 3 III. Introduction to the Problem 4 IV. Literature Review -Philosophy, Culture and Strategy 7 V. Recommendation/Analysis -Philosophy, Culture and Strategy 9 VI. Literature Review/Analysis – Adoption and Driving Strategy Down into the Organization. 10 VII. Recommendation –Balanced Score Card 11 VIII. Recommendation/Analysis – Total Quality Management 15 IX. Reflection 24 X. Bibliography 26 I. APP Pharmaceuticals APP Pharmaceuticals (APP) strives to lade in the United States and Canada to be a leader for injectable pharmaceuticals. The company, philosophy is to provide excellent products and services by hiring dedicated and committed employees to meet our customers’ needs. Our primary goal is to improve the health and care of patients who use our pharmaceutical products. II. Background/Overview of APP Pharmaceuticals APP was established in 1996 and has quickly become one of the industry leaders in providing one stop shopping for very commonly used products to very special products to meet the needs of a wide range of patients. There market produces 142 products in over 400 doses and formulations. A few of the clinical areas they cover are: Cardiac Care, Dialysis, Emergency, Intensive Care, OB/GYN, Operating Rooms, Oncology, Orthopedics, Pediatrics, Psychiatry and Radiology. (APP Pharmaceuticals, unkown) APP is the number three generic injectable supplier in the United States...
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...Case Study: Wal-Mart’s failure in Germany Wal-Mart Stores, Inc. is the largest retailer in the world, the world’s second-largest company and the nation’s largest nongovernmental employer. Wal-Mart Stores, Inc. operates retail stores in various retailing formats in all 50 states in the United States. The Company’s mass merchandising operations serve its customers primarily through the operation of three segments. The Wal-Mart Stores segment includes its discount stores, Supercenters, and Neighborhood Markets in the United States. The Sam’s club segment includes the warehouse membership clubs in the United States. The Company’s subsidiary, McLane Company, Inc. provides products and distribution services to retail industry and institutional foodservice customers. Wal-Mart serves customers and members more than 200 million times per week at more than 8,416 retail units under 53 different banners in 15 countries. With fiscal year 2010 sales of $405 billion, Wal-Mart employs more than 2.1 million associates worldwide. Nearly 75% of its stores are in the United States (“Wal-Mart International Operations”, 2004), but Wal-Mart is expanding internationally. The Group is engaged in the operations of retail stores located in all 50 states of the United States, Argentina, Brazil, Canada, Japan, Puerto Rico and the United Kingdom, Central America, Chile, Mexico,India and China Wal-Mart’s entry and operation in Germany Wal-Mart’s initial entry into German market was through the acquisitions...
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...level. However, the process in an international marketing effort often involves substantial doses of cultural, political and economic shock. To adjust and adapt a marketing program to international market, marketers should be able to interpret the effect and the influence of the uncontrollable environmental factors on their marketing plan for each and every foreign market in which they intend to do businesses. The uncontrollable factors/ elements constitute the culture and the task of cultural adjustment is the most challenging and vital one confronting international marketers. International marketers are responsible for adjusting their marketing efforts to cultures to which they are not attuned. In dealing with unknown markets, marketers must be aware of the framework they use in evaluating the potential of a market. In any system of different people, their political and economic structures, religions and other elements of culture, marketers must guard against measuring and assessing the assumptions of their own culture. The successful factor in tapping into global market is that the adaptation to the environment differences from one market to another. Adaptation is the conscious effort on the part of the international marketer to anticipate the influences of both the foreign and domestic uncontrollable...
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...IBM Global Business Services Executive Report Financial Management IBM Institute for Business Value Clearing the clouds Shining a light on successful Enterprise Risk Management IBM Institute for Business Value IBM Global Business Services, through the IBM Institute for Business Value, develops fact-based strategic insights for senior executives around critical public and private sector issues. This executive report is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Global Business Services to provide analysis and viewpoints that help companies realize business value. You may contact the author or send an e-mail to iibv@us.ibm.com for more information. Additional studies from the IBM Institute for Business Value can be found at ibm.com/iibv Introduction By Robert Torok, Carl Nordman and Spencer Lin multitude of existing challenges of operating in today’s global business climate. The threat of catastrophic loss – from terrorism, natural disasters, financial mismanagement, IT security breaches, supply chain disruptions and more – demands preparedness to assure financial and business continuity. Yet recent studies suggest few companies fully understand or are properly prepared for the breadth of risks they encounter. Historically viewed as the domain of the CFO, less than 20 percent of enterprise risks are financial, legal or compliance in scope, yet all risks can ultimately have a financial consequence...
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...University, LDSL 724, Cultures & Values I. Executive Summary Globalization can be defined as the inevitable integration of markets, nation-states, technologies and people in a way that is enabling individuals, organizations and nation-states to reach around the world farther, faster, deeper, and cheaper than ever before. Culture has become a highly significant factor in determining the success in today's international business environment. In particular, organizations entering the foreign markets either by expansion or mergers and acquisitions (M&A’s) are known to suffer at a high failure rate due to not understanding and preparing for cultural differences. Studies suggest that failure is due to different and often controversial relationships between cultural differences, integration and performance. The purpose of this white paper is to examine the cultural concerns when American corporations/organizations enter foreign markets and the impact cultural understanding or the lack thereof has on their success or failure. II. Culture “Culture is not only all around us but within us as well”. Each individual within an organization comes with a unique background and culture. Culture can be defined as the blending of values, politics, beliefs, behaviors, customs and attitudes that distinguishes one society from another. Since culture is a learned behavior that encompasses life-long experiences, it is adaptive. When merging cultures, this is an important...
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...The second important idea that can be shared from Didion’s essay is that the person with self-respect is always capable of accepting the price of mistakes and failures that he/she faces in everyday life. In this case, it is important to mention that for the majority of people serious failure or mistake can become a reason to avoid further actions. It is widely known that one significant failure can corrupt the human character, and destroy his/her will for challenge and competition. Such phenomenon was relevant for common people and the brightest representatives of each epoch. Here, the difference is only in the level of failure and corresponding pressure that is caused by the person in a certain environment. A human psychology is quite flexible...
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...business outside of the United States. His ethnocentric business practices slowly alienate him from Manuel and businessmen in Guadalajara. Ted is over confident in regards to how is managerial abilities will translate in Mexico (Rarick & Angriawan, 2011, p. 3). Ted fails to realize that the economic culture in Mexico is quite different from the United States and refuses to communicate his concerns and frustrations to Manuel. William A. Naughton (2003) described how Americans have a stronger need to apply their ways of working upon other cultures. He acknowledges that many people may feel their way is the best way, but the “American way” can often be viewed as insulting and patronizing (Naughton, 2003). Ted insults Manuel and some Mexican business men by attempting to rush business negotians and refusing a city which would highlight the culture of Guadalajara (Rarick & Angriawan, 2011). Upon further analysis, countries across the globe accuse Americans of having a stubborn mentality and further criticize them of an unwilling to adapt to and embrace other cultures. This criticism is apparent in the case study. Ted's lack of success in management is due in large to a number of mistakes from his overconfidence. The...
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...Assignment: Ruth’s Chris Analysis Class: Business in the global environment Professor: Dr. Greg Turkanik For the study of this case, we were given a number of variables that the management team had consider before making the decision to expand its business internationally. But not all the variable have the same impact before making the final decision, this is the order that I consider to be more important for the analysis of the case: * Beef-eaters: This category should be the most relevant one since, Rut’s Chris is a stake house, even though there are some fish items on the menu, the primary customers of this fine restaurant are beef-eaters. Expanding into a country that does not consume beef would be a huge mistake. * Legal to import U.S beef: Ruth’s Chris is very proud in the fact that they only serve USDA prime beef, and its customers know it, and they are willing to pay a little bit more for the high quality of the meet. If Ruth’s Chris did not have this criteria as one of the most important ones, they would be going against their culture and values, and this would hurt their image internationally and nationally. * Affinity for U.S brands: The name Ruth’s Chris, is easily associated with an American brand, and there are some countries that will not seen with good eyes the expansion of an American brand into their markets. Ruth’s Chris would have a very hard time getting customers into its restaurants just because customers do not like American brands The management...
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...Creative Talk and Analysis Doug Edwards PHL/458 3/7/2016 Bennigna Jenkins Sir Ken Robinson Feb, 2006 Monterey, California Creating an Education that Nurtures (rather than undermines) Creativity From the onset Ken addresses the audience and soon after jokes with the crowd (which he does through out his speech) this gets the audience engaged and focused on what he is about to say to them. He then tells the audience what he wants to talk to them about and says he wants to talk about three themes; one is the extraordinary evidence of human creativity the variety and arrangement of it. Second is it puts us in a place where we have know idea what is going to happen in terms of the future and how it may play out. Everybody has an interest in education partly it is because it takes us into the future that is unknown. He states a few stats on education and the unpredictability of it as soon as five years down the road. The third part is the extraordinary capacities that children have towards innovation. Kids will take a chance at creativity they are not afraid of mistakes at being creative. For example if they are in a play that they have lines to say and forget their line they will say something because they are not afraid of making a mistake. Saying something wrong does not mean you are being creative but if you are not prepared of being wrong you will never come up with anything original. Most people that...
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...CASE 2-1 Ali Zein Kazmi February 1, 1999 THE NOT-SO-WONDERFUL-WORLD OF EURODISNEY -THINGS ARE BETTER NOW AT PARIS DISNEYLAND- 1. What are the factors contributed to EuroDisney’s poor performance during its first year of operation? Walt Disney overestimated the magic that was to be in introducing Europe's most lavish and extravagant theme park in April of 1992. The fiscal year 1992-1993 brought EuroDisney a loss of nearly $1 billion. Mickey, a major promotion tool of Disney management did not create reason or attraction enough for the European community, unlike at the sister theme park Tokyo Disneyland. European families found EuroDisney to be an “over-rated” promotion of American culture and lifestyle, contrary to what was seen by Disney's management as a family affair. In the initial years of operation this led to an overestimation of expected revenue and audience figures. Advertising messages had been miscommunicated, “emphasizing glitz and size…not the rides or attractions”. Disney remained unsuccessful in attracting customers just by vigorous brand name promotion communicated through Mickey and his friends. Moreover, families were reluctant to pay hefty price tags on accommodation and entertainment needed to enjoy the attractions of the park. Disney failed to manage a healthy relationship with partner organizations in the host country, which most importantly alienated them from their number one ally, the French government. Regional affairs in Eastern...
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