Reducing cultural shock with global brands and advertising Eliane Karsaklian - Advancia-Negocia Abstract This paper aims at demonstrating that expatriates represent a specific target for companies as they tend to consume global brands during their stay abroad in order to avoid cultural shock and thus should be addressed with specific communication. The literature review articulates global brands and advertising with cultural shock, explained on the basis of Trompenaars and Hampden-Turner’s dilemmas’
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------------------------------------------------- The Resources of the Firm 1. It is important to distinguish between the resources and the capabilities of the firm: resources are the productive assets owned by the firm; capabilities are what the firm can do. individual resources do not confer competitive advantage; they must work together to create organizational capability. It is capability that is the essence of superior performance. 2. 3. Brand names and other trademarks are a form
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INDEX Introduction The challenge of crossing cultural boundaries The meaning of culture: foundation concepts Why culture matters in international business National, professional, and corporate culture Interpretations of culture Key dimensions of culture Language as a key dimension of culture Culture and contemporary issues Managerial guidelines for cross-cultural success Page 1 to 1 Page 1 to 5 Page 5 to 6 Page 7 to 9 Page 9 to 9 Page 10 to 14 Page 14 to 17 Page 17 to 19 Page 19 to 21 Page
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Nestlé in 2008 PAGE LIST COURSEWORK COVER COVER……………………………………………………………………………………1 PAGE LIST………………………………………………………………………………..2 INTRODUCTION……………………………………...…………………………………3 HISTORY……………………………………………..…………………………………..4 * TIMELINE……………………………………………….………………………..7 BUSINESS MODEL AND FRAMEWORK…………………………...…………………8 QUESTION AND ANSWER………………………………………………..……………9 * QUESTION 1……………………………………………………………………...9 * QUESTION 2………………………………………………………….…………14 * QUESTION 3………………………………….…………………………………17
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business, with a common board of directors. Unilever is organised into four main divisions - Foods, Refreshment (beverages and ice cream), Home Care, and Personal Care. It has research and development facilities in the United Kingdom, the Netherlands, China, India and the United States. Unilever was founded in 1929 by the merger the Dutch margarine producer Margarine Unie and the British soapmaker Lever Brothers. During the second half of the 20th century the company increasingly diversified from being
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Schumpeter: Taking the long view | The Economist 24/08/13 12:14 AM More from The Economist Subscription Log in or register World politics Business & finance Economics Science & technology Culture Blogs Debate Multimedia Print edition This site uses cookies. By continuing to browse the site you are agreeing to our use of cookies. Review our cookies information for more details Schumpeter Comment (77) E-mail Print Reprints & permissions Taking the
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Management Report 2008 © 2009, Nestlé S.A., Cham and Vevey (Switzerland) The Management Report contains forward looking statements which reflect Management’s current views and estimates. The forward looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those contained in the forward looking statements. Potential risks and uncertainties include such factors as general economic conditions, foreign exchange fluctuations, competitive
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Group 5: Nguyễn Kiên Giang Vũ Linh Giang Nguyễn Thị Quỳnh Lê Thu Trang Nguyễn Thị Hường Nguyễn Văn Hà – The leader DOVE’S MARKETING STRATEGY ON “REAL BEAUTY” CAMPAIGN I. Theoretical background of marketing. 1. Definition of marketing. There are many definitions of marketing which help us understand clearly about it. In general, marketing is all activities of company, which tend to meet the customer’s
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Multinational corporations Table of contents Preface 4 1. Introduction; General meaning of MNC 4 2. Ranking multinationals 5 3. Entry of Multinational corporation into new markets, 6 4. Three Stages of Evolution 7 5. Motives for Foreign Direct Investment (FDI) 9 6. The comparison of MNC and TNC 11 7. What are the benefits and problems that MNCs face? 11 8. What are the Russian companies that achieve the multinational status? 13 Conclusion 14 Bibliography 14 Appendix 15
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Hennessy Louis Vuitton, the world’s biggest luxury goods group, to Italy’s Bulgari, find themselves saddled with stubbornly high costs, leaving little room for manoeuvre. Even beauty has proved vulnerable, contrary to the common claim, as figures for L’Oréal and others show. On top of the market problems, the sector faces tough secular change. Globalisation has put a premium on size – but sheer mass risks diluting the exclusivity that is luxury groups’ key feature. The grim economic backdrop has also
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