Geert Hofstedes Cultural Dimensions Theory

Geert Hofstedes Cultural Dimensions Theory Introduction Researchers have applied Hofstedes categorization of national cultural traits not only in studies of ‘average’ employee samples, from which the categorization was originally obtained, but also to à ©lite senior executives, and even to firms, on the assumptions that top management teams (i) are culturally homogeneous with average employees and (ii) directly reflect cultural characteristics in strategic decision-making. Such assumptions are questioned by research finding that country sub-populations are culturally heterogeneous and that individuals cultural characteristics are moderated by organizational and task contexts. Using the construct of collectivism/individualism, this study tests the applicability of Hofstedes generic national cultural norms to senior executives using Anglo-Saxon and Chinese samples. Results cast doubt on the applicability of Hofstedes classifications to senior manager populations and suggest several avenues for further research. In recent years the work of Dr. Geert Hofstede and his cultural dimensions has been carefully reviewed and applied by academic scholars and educators around the world. Some scholars and educators criticize his findings, whereas others highly praise Hofstedes research. One of the most critical voices comes from Dr. Brendan McSweeney. However, Geert Hofstede has appropriately shown that his criticism is not all that valid. Read for yourself in Dimensions do not exist: A reply to Brendan McSweeney by Geert Hofstede and originally published in Human Relations vol. 55 (II) – 2002 The outcome of his survey is that employees in the same national context share similar attitudes towards these four dimensions. Differences only arise when they are different in national. Defining culture Culture has been called the way of life for an entire society. As such, it includes codes manners, dress, language, religion, rituals, norms of behavior and systems of belief.[2] Various definitions of culture reflect differing theories for understanding — or criteria for evaluating — human activity .More recently, the United Nations Economic, Social and Cultural Organization UNESCO (2002) described culture as follows: Culture should be regarded as the set of distinctive spiritual, material, intellectual and emotional features of society or a social group, and that it encompasses, in addition to art and literature, lifestyles, ways of living together, value systems, traditions and beliefs.[4] Key components of culture A common way of understanding culture sees it as consisting of four elements: values norms institutions artifacts Geert Hofstedeâ„ ¢ Cultural Dimensions Geert Hofstede gathered extensive data on the worlds cultures. Geert Hofstede’s Value Survey Module is designed for measuring culture-determined differences between matched samples of respondents from different countries and regions. Prof. Geert Hofstede conducted the most comprehensive study of how values in workplace are influenced by culture. Geert Hofstede analyzed a large data base of employee values scores collected by IBM between 1967 and 1973 covering more than 70 countries from which he first used the 40 largest only and afterwards extended the analysis to 50 countries and 3 regions. In the editions of GH’s work since 2001, scores are listed for 74 countries and regions, partly based on replications and extensions of the IBM study on different International populations. From the initial results and later additions hofstede developed a model that identifies four primary dimensions to assist in differentiating cultures: Power Distance—PDI, Individualism—IDV, Masculinity—MAS, and Uncertainty Avoidance—UAI. Geert Hofstede added a fifth dimension after conducting an additional International study with a survey instrument developed with Chinese employees and managers. The dimension based on Confucian dynamism is Long-Term Orientation—LTO and was applied to 23 countries. These five Hofstede dimensions can also be found to correlate with other country, culture and religious paradigms. 1) Power distance Index (PDI) that is the extent to which the less powerful members of organizations and institutions (like the family) accept and they expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. It suggests that a societys level of inequality is endorsed by the followers as much as by the leaders. Power and inequality, are the most extremely fundamental facts of any society and anybody who have some international experience will be aware that all societies are unequal, but some are more unequal than others. 2) Individualism (IDV) the one side versus its opposite, collectivism that is the degree to which individuals are inte-grated into groups. On the individualist side we can see societies where the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. The word collectivism in this sense has no political meaning: it defines to the group, not to the state. 3) Masculinity (MAS) versus its opposite, femininity refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. The IBM studies shows us that (a) womens values in the societies are less than mens values; (b) mens values from one country to another contain a dimension from very assertive and competitive and maximally different from womens values on the one side, to modest and caring and similar to womens values on the other. The assertive pole is known as masculine and the modest, caring pole is called by feminine. The women in feminine countries have the same modest, caring, social values as the men; in the masculine countries. However they are somewhat assertive and competitive, but not as much as the men, so that these countries represent us a gap between mens values and womens values. 4) Uncertainty Avoidance Index (UAI) deals with a societys tolerance for uncertainty. What is the level that a society can accept with its unknown and unseen subject. It ultimately refers to mans search for Truth. It shows us how a culture reflects its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, and different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; there can only be one Truth and we have it. People in uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. On the other side uncertainty accepting cultures, are more tolerant of opinions. In the situation of certainty people try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures not expected by their environment to express emotions 5) Long Term orientation (LTO) versus short-term orientation: this fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars it can be said to deal with Virtue regardless of Truth. Values which are associated with Long Term Orientation are thrift. On the other hand values which are connected with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting ones face. Logical Argument As human resources are mainly developed in local organizations and cultural institutions, we begin by looking at the formation of local work cultures and the international debate about how multinational companies are influencing local work cultures. How resistant are different national working cultures to the cultural impact of multinational companies? Do HRM discourses in multinational companies encourage global convergence or local divergence? Convergence, transnational communication and a ‘third culture’ The different interpretations of the impact of multinational companies on management and organization in foreign subsidiaries have breathed new life into the convergence debate from the1950s and 1960s. In contrast to the old convergence approach, which laid great emphasis on institutional systems and structural processes, the new approach focuses more on the actors and carriers of convergence processes. The new focus is on transnational processes in multinational companies and not so much on differences in National Business Systems industrial relations or societal effects (Maurice et al.1980), which were the dominant issues in international management and organization research in 1980s. The authors within the new convergence school do not argue against the influence of national social institutions on company strategies and organizational practices, but they raise the question of whether the increasing globalization of many companies does not reduce the influence of national instituti ons and cultural values. They pay greater attention to transnational actors’ potential capacity to reduce national differences in management and organization. They argue that the increasing internal and external competition in multinational companies searching for â€Å"best practices† is undermining the importance of national social institutions and local cultural values in company strategies and practices Criticism Hofstede has been criticized by number of authors for not taking into account the changing relationship between parent companies and subsidiaries in a globalized economy. Among his critics is Christina Garsten who, in her analysis of Apple Computer, ends up with a different view of the parent company’s impact on its subsidiaries. Garsten does not seek to identify national homogeneity and consensus in Apple’s national subsidiaries by analyzing common national cultural values. The cultural complexity that Christina Garsten seeks to identify in Apple Computers demands a more dynamic concept in the culture than Geert Hofstede’s categorization of attitudes which were pre-established theoretical dimensions. Using this concept of culture, a national group of employees in a multinational company does not act in accordance with one common set of collective national values. The group’s actions are motivated by various sub cultural contexts and shows different interp retations of and engagement with their company. Garsten’s approach very inspiring, especially the way in which she takes into consideration the influence of transnational communication streams in companies. Hofstede did not pay much attention to this subject because global human resource strategies were much less developed in the 1970s when he carried out his research. How can human resource management discourse be understood in the dialectical relationship between the global and the local in multinational companies? As a result of the growing networks in multinational companies, human resource management discourse is increasingly shaping the thinking of management groups in the individual units and the way in which they implement demands and tasks. It was also a roadmap for establishing a common language among the units. Manuel Castells has tried to describe these complicated processes in The Rise of Network Society (Castells1996). He describes that network structures and growing flexibility as two closely connected elements in the new global economic system. He argues that networking strategies give us the flexibility to the system, but they do not solve the problem of adaptability for the companies. In my opinion, this is a key reason why management in multinational companies seek strategies which can cope with flexibility. When management experiments with these network structures in multinational companies, it engenders cultural encounters between units that have different cultural backgrounds. What is the outcome of these encounters? Mike Featherstone uses the apt concept of a â€Å"third culture† to understand the outcome of these encounters in the globalization process (Featherstone1990: 7: 1-14). The third culture argument is that national and local cultures and identities increasingly have to relate to global discourses, but they do not necessarily adopt them. To demonstrate this argument, we will discuss two of the most powerful discourses in the present global debate: the free market and human rights. There are many different phenomena which suggest that globalization is a differentiated, multi-dimensional and polycentric process. It is not just a question of one multinational agenda or one dominant superpower discourse. The same logic can be applied when evaluating and analyzing management in subsidiaries which implement human resource strategies. Multinational companies with different parent company cultures set up human resource strategies inspired by global consultants and best practice examples. They transfer HRM strategies to subsidiaries, which develop a third company culture: a reflexive, discursive mix of the parent company culture, the local work culture and the multinational practices. Actually all multinational subsidiaries maintain different third culture outcomes, which together build a global company culture in practice. Conclusion Yes, I do consider my self defined strongly about my race/ethnicity or culture, but at the same time I do not. The way I do feel defined in my culture is the morals and traditions and values that I have take in. I am not saying I took all of them but most of them I applied by myself. As an Asian I grew up in Bangladesh for half of my life and then moved out to U.K. And as I grew up I was able to experience different cultures. In Bangladesh it was a lot calmer and easy going area but once I moved to London, it was fast moving. But while taking in both cultures my parents also put an influence on me to remember my heritage and traditions. They wanted to make sure that I new about my Bangladeshi. Discussing with different cultures people of another country can help give me an idea of how different my country is from other places. Talking to someone from another country enables one to have more respect for that person, because we able to learn their different way of living and learn to appreciate our own way of living References www.geert_hofstede.com www.bookrags.com Markus Richwien Kategorie: Betriebswirtschaft Funktional Organisation Organization allgemein MA-Thesis / Master June 2000, 135 Seiten, 1, 0 MB, Note 1, 3, Sprache English Ludwig-Maximilian-Università ¤t Mà ¼nchen Deutschland Schlagworte: Organization, Adler, weibliche Fà ¼hrungskrà ¤fte, Confuzianismus, Kollektivismus Countries and elites in 19 countries.

Free Essay: The Odor of Chrysanthemums :: Chrysanthemums Essays

The Odor of Chrysanthemums The locomotive engine may be symbolic of Walter. It is an overwhelming thing, strong and powerful, the way that Walter is a huge part of her life. However, it is also impersonable and cold, just as her relationship to her husband is. Her moments with her husband, like "the winding engine" are hurried "with brief pauses" (2113). Lawrence describes their intimacy as an "exchanging of nakedness," but without any real connection for long periods of time. The color red seems to symbolize death. The beginning of the story presents the pit bank with "flames like red sores like its ashy sides" (2111). However, death is not presented as a dreadful thing in this story. In the end, death is freedom for Elizabeth. Even John says, " I do think its beautiful to look in the fire . . . . It's so red, and full of little caves-- and it feels so nice" (2114). In a way, he is commenting on the mystery and beauty of passing on to the afterlife. When Elizabeth goes to look for her husband, there, again, is "The red smear of the burning pit bank on the night (2117). Finally, she lays her dead husband on "the old red tablecloth" (2121). D. H. Lawrence's parents did not have a good marriage. They probably did not know each other well before their marriage, as they were ill-suited for each other. The Bates do not really know one another; they are married but strangers. Lawrence's father was an abusive alcoholic. Walter Bates frequents the public house. Characters: Elizabeth Bates: stifled, long-suffering, distant but caring with her family. John Bates: curious, headstrong. Walter Bates: Insensitive, absent. "Was this what it all meant--utter, intact separateness, obscured by the heat of living?" Elizabeth is questioning the reason for living. Particularly, she is wondering at her own existence. Her life seems to have no meaning and she does not connect with any one, especially her husband. "I have been fighting a husband who did not exist . . .and her soul died in her for fear." Walter did exist, but not as a true husband to her, nor she a true wife to him.

China Country Identification Essay

The company has brought to our attention that it desires to expand into the Eastern Asian market where it is believed that the opportunity will be best and certainly more than double its profits by this venture. The Country of choice will be China; location is the city of Macau, which is an established trading center in Southeast Asia. B. Major Cross-Cultural Issues and Impacts: There are some marketing aspects to consider. Our approach must be culture sensitive to be successful. Insulting anyone in our business relations for work in China could end the deal or cause unnecessary delays. It is vital for all personnel involved in this venture to train with care in the marketing and cultural behaviors of the Chinese. Culture is a major issue and the company must be meticulous with training in order to be accepted. The Asian cultures are very careful about not losing face and this is critical. Keeping face goes back to Confucianism, which focuses on ones duty and loyalty, honor, sincerit y, and keeping harmony with all those related to them through family, business, and social ties. This is strictly followed with respect for age first in any of these relationships. One must never lose face with any of these ties for to lose face is to lose honor. The concept of face translates as honor, good reputation, and respect. There are four types of face. Face behavior is power-oriented behavior with the purpose of maintaining stability or control of one’s self. Diumianzi originates from the word mian and directly relates to one’s reputation or place in society. It is actions or deeds, which others have observed, and it is earned. Geimianzi is response to or giving of face to another through showing respect to the other person. Liumianzi is developed by avoiding mistakes and showing wisdom in making decisions. Jiangmianzi, when face is increased through others by another complementing one to a business partner or associate. Saving face or reputation is very strong in the Chinese culture. People are generally reserved, quiet, and refined. No boisterous or loud behavior is acceptable and considered in poor taste. Another way to explain this is quiet dignity, always keeping control of one’s emotions. The personnel who are involved in this business venture will need to beware of the quiet reserved behaviors of the Chinese and adopt such behavior in respect and get to know well each Chinese in the business relationship. It is important to save face at all times and avoid blunders or mistakes of our  Western culture, and never criticize the Chinese or any others involved in the business or personal relationship in Macau, China. This includes any associates whether foreign or domestic (China 2010). When greeting in China, the eldest is always greeted first and though a handshake is most common among Chinese with foreigners, sometimes with the elderly or government officials a slight bow will be given. During the greeting exchange, it is the practice by the Chinese to look at the ground when shaking hands or bowing along while addressing the individual with their honorific title and surname (China 2010). Visiting and eating also have special rules. A guest always waits for the host to give direction for seating. Formal dinners have different rules on seating arrangements. The conversation at meals is light, no business, or personal talk. The host will always serve an abundance of food. The host will usually escort a guest outside their home a distance even down a street and the guest should politely resist with the special ritual of hospitality. It is customary to bring a wrapped gift presented with two hands when invited to the home of a Chinese. In China, they do not open a gift in front of the giver; this is to avoid embarrassment for gifts that are not needed. Both the giver and receiver will always use both hands for the gift. Another very important gesture is to refuse the gift three times before accepting it; this shows that one is not greedy. Once the gift is accepted, it is important to express thanks to them for accepting the gift. If giving money gifts around New Years for personal friendship, the bills must be even bills and there should be an even number of bills, and given in a red envelope. Do not use white, black, blue, or the number 4 for anything because it is associated with death and funerals. This would be very embarrassing. Unacceptable gifts include clocks which symbolize time is running out, a handkerchief suggests a farewell greeting, shoes, especially straw sandals, suggest sad memories, and do not give ink pens with red ink which signifies death. Sharp objects like knives and scissors are not appropriate as it represents severing of relationships (Roberts 1998). Dress is important, no bright colors or blue jeans are to be worn, and all colors should be neutral with business meetings or dinners. Women must wear modest heals, nothing sleeveless or sheer, modest necklines, even the jewelry should be modest and not flashy. Relationship is everything; to hurry would be a waste. The  impact of our approach on Chinese business with regard to cultural differences is everything, the dress, the greeting, visiting, dinners, and showing of respect to all parties involved both Chinese, and U.S. will affect the stability of the relationship (King 1999). If the relationship is not sealed in the beginning with saving face or respect and trust with the Chinese, then the business deal may never take place or may be a very weak deal. The Chinese find friendship and trust to be far too important to rush through a business deal. Respect or face must be earned over time and never lost. C. Cross-Cultural Communication: Macau, China has a very strong economy with a GDP of 21.8 percent growth currently, is not expecting a recession anytime soon and has a steady growth rate of double digits up to 21 or more percent per year (Economy 2011). The humid weather and subtropical climate will be a great help in the special heat hardening process, which is necessary to extend the life of the engine components. It is important for us to pay close attention to detail and avoid using black, gold, yellow, red, or white on the engine components for any identification of parts used. Our company will need to use colors that are low key, perhaps silver, grey, brown, tan, or green, for any differentiation used to identify parts. Red is overused and is considered a New Year’s awareness. The black as mentioned earlier represents death and is not a good omen. Do not use black or red print on any of the parts or packaging, this represents evil and death and does not work in the Chinese market. When promoting the product for selling, again, color is of utmost importance and it is important to be creative. No black borders and no black print can be used, it is considered to be a bad omen or evil. The same is true with red print, it is considered to be related to death of the person reading the red ink. White wrap signifies death of the person receiving the gift and is not a happy color. Yellow used in marketing generally relates to pornography, so it must not be used or it will damage the face of the new company and possibly be an embarrassment or cause it to fail. The colors purple for power and nobility, blue green, and some other colors can be used with marketing to promote our engine components, but red, yellow, gold, black, and white are best avoided entirely for marketing purposes (Gao 2011). The advertising name should involve only two perhaps  three syllables with the last syllable having inflection upwards with intonation of voice. The Chinese consider this necessary for a favorable impression and for recognition of a product or service. Chinese words are often very direct and it would be best to use such words to gain trust and immediate understanding, and to portray quality and enjoyment of the vehicle because of using Company A’s engine components. Another aspect to show purity and trust is a picture of a mountain in relation to televised advertising or media advertising on the internet, and in our promotional brochure (Lehman 1992). Manufacturing companies like Sinotruck Group, Qingdao Seize The Future Automobile Co. Ltd., and Special Truck Company China National Heavy Duty Truck Co., to name a few major manufactures for heavy-duty trucks, to market the engine components produced by Company A would be our target audience for this market (Brighter 2011). China is expecting an increase in unit freight mileage leading to long distance transportation implying a demand for high-end trucks in the next few years. China is an excellent market for our truck engine components and this is good timing with China’s economic growth and increased investment in the trucking industry (Intelligence 2011). Currently, in China, the demand for trucks ranked first and automobiles ranked second (Intelligence 2011). Pricing of the engine components is based on production and the shipping costs for China. Choosing to build a manufacturing plant in Macau, China would prove to be financially prudent and help to keep prices in line with other competing engine makers in the truck industry for China. To protect competition in China, the prices would need to be equal in revenue as that of other countries in which these engine components are sold. To distribute these engine components in China it is necessary to have distribution partners for acceptance in the different market areas. Company A will have to build a network of distributers among locals where face-to-face relationships can grow. It will be prudent to train local mechanics for problems with the engine components that may occur after the sale. It is important to have connections with individuals in all areas of the business for trust and friendliness to the Chinese country. They see life as a group connection in all associations. D. Cross-Cultural Ethical Differences: Introducing ourselves into the Chinese market is crucial and must be done through an intermediary, someone who will give face favorably about Company A’s reputation. Chinese do not like to do business with strangers. The meetings need to be requested in writing preferably one or two months in advance by someone that they know and trust who connects for Company A. Plan to arrive a bit early, do not be late as the Chinese perceive this as an insult and it could cause negative problems for the business relationship. Punctuality is considered a virtue in China. It is important not to wear bright colors for meetings; men should wear dark colored conservative business suits. Women should wear a conservative business suit or dress with a high neckline and flat shoes or not much of a heel. There is no gender bias in China. About the introductions, when greeting the Chinese, the highest official or eldest will start the introductions and will either bow slightly while looking to the ground or shake hands while looking to the ground, do not look them in the eye during the introductions but do state their honorific title and then surname. Example, â€Å"It is an honor to meet with you, President Chen.† They have a great sense of humor and like to laugh if they are comfortable. If it is appropriate on your behalf at any time, be sure to laugh at yourself. The names of all who will be at the meeting and their titles, of course, would be important to have in each member’s portfolio. Once the introductions have been made and you have been given the invitation, provide information about Company A and what is desired to be accomplished. If offered a business card always accept with both hands and look at it with interest on both sides and then place on the table in the front of the place setting o r in a suit pocket or briefcase, never in the back pocket. When giving a business card use two hands and place Chinese side up to the Chinese officer. Only the eldest officer from each business will hold the conversation for negotiation. All others will listen. Posture and facial expression is very important to the Chinese and persons attending the meetings must watch carefully and be aware of their posture and facial expressions to remain neutral. There should not be any staring into another’s eyes only concentration on what is being said and careful glancing to notice expressions. Tone of voice is of great importance and  should be closely noted. Relationship cultivation is first, no agreement will be made at this meeting. When the meeting concludes the Chinese will say they will think about it, accept that answer just as they say, thinking about it (Ltd. 2004) and be patient for the deal to close at another time. It may take several meetings to finish the business deal. When the Chinese diplomat in charge invites the visiting company to a banquet, this is a signal that they are ready to give their final answer. They use a banquet to celebrate (Ltd. 2004). Our company needs to be patient and ready. In China, it is not customary to give gifts; it is considered bribery and illegal. It is only acceptable to bring a wrapped gift for the most senior officer in the company after the business deal is complete and state that the gift is from your company and that it is wished for the senior officer to accept it on behalf of their company. If there are wrapped gifts for more than one individual in a group, all gifts must be different and monetarily representative of the status for each individual. It is disrespectful to give the same gift choice to several individuals, the gifts must be different, and the value spent commensurate with the associate receiving the gift. If meeting over dinner our members must remember to wait until the host shows them to their personal seat, and recognize that the executive who called the dinner will be paying for all, no one is going â€Å"Dutch.† Remember to talk about whatever interests them and the food. Generally, light talk is expected. No business will be discussed while dining. The seating behavior is much like it is in formal dining with the United States. Unlike the U.S., though take time with dining and eat all you can or at least make it appear that time is not important. Eating is a very social event with the Chinese, never a rush. They may not hurry to be at a dinner or meal for a certain time, but may be slightly late. Timeliness is not crucial as is expected for a business meeting. It is rare to be invited to a Chinese home. If this occurs, be on time, take a gift and offer it three times but do not expect them to open it in front of you. Take off your shoes and do not pay attention to slurping or belching noises, this is the Chinese way to show enjoyment with the food. All business personnel must learn to eat with chopsticks (Ltd. 2004). These culture differences are very important though strange to what our customs are here in America. All Chinese customs must be followed carefully to have a  successful business relationship in China. References Brighter, Mr. Made In China.Com. 2011. http://cntruck.en.made-in-china.com/ (accessed December 12, 2011). China, Neso. Social Norms, Saving and Losing Face. October 4, 2010. http://www.nesochina.org/dutch-students/preparing-your-stay/social-norms (accessed December 11, 2011). Economy, Macau. â€Å"Macau’s Economy Grows 21.8 percent from January to September.† Macau Hub Magazine on line. December 1, 2011. http://www.macauhub.com.mo/en/2011/12/01/macaus-economy-grows-21-8-pct-from-january-to-september/ (accessed December 11, 2011). Gao, Kane. â€Å"Public Relations and Strategic Communications.† Illuminant A Source of Light. January 17, 2011. http://www.illuminantpartners.com/2011/01/17/color/ (accessed December 12, 2011). Intelligence, China Research. Research Report on China Truck Industry. April 12, 2011. http://marketinfoguide.com/2011/04/12/research-report-china-truck-industry-2011-2012/ (accessed December 12, 2011). King, Susan. â€Å"Facts About Chinese Bus iness Attire.† eHow Culture and Society. 1999. http://www.ehow.com/about_5040513_chinese-business-attire.html (accessed December 11, 2011). Lehman, Edward. â€Å"Media and Advertising.† Lehman, Lee, & Xu. 1992. http://www.lehmanlaw.com/practices/media-and-advertising.html (accessed December 12, 2011). Ltd., Kwintessential. â€Å"Chinese Etiquette and Customs.† Kwintessential. 2004. http://www.kwintessential.co.uk/resources/global-etiquette/china-country-profile.html (accessed December 13, 2011). Roberts, Kimberly. International Business Gift Giving Overview. 1998. http://www.cyborlink.com/besite/international_gift_giving.htm (accessed December 11, 2011).

Asos.Com a Case Study - 1220 Words

ASOS.COM : A CASE STUDY Founding: ASOS stands for â€Å"As Seen on Screen†. ASOS.com was launched in June 2000 by a former advertising executive, Nick Robertson (current CEO). It was started as a niche company selling affordable versions of clothes that TV viewers had seen worn on screen. The idea was all shoppers would have to do was click on the name of their favorite celebrity, select the copycat outfit and it would arrive through the mail in a few days’ time. It has since changed to selling a huge variety of fashion and beauty products. Brief History of Critical Incidents * 2000 - ASOS launched * 2001 - ASOS PLC Holdings was admitted to AIM on the London Stock Exchange * 2004 - Introduced ASOS own label for Women * 2004 -†¦show more content†¦* They employ great marketing techniques to get new customers. i.e. In 2007 aligning themselves with the TV show America’s Top Model and having the clothe worn on the show available right after the shows airing. Which gave them even more fashion credibility * For the last five years they have allowed purchases in some different foreign currencies. * They provide excellent, prompt delivery and return services. Providing them free for a lot of locations. Weakness of ASOS.com: * They do not have any brick and mortar stores which take away from the customer experience of being able to try clothes on and feel the fabrics. * Their first to market entry innovations are and have been easily imitated by competitors. * They seem very keen on rapid expansion of the company and maybe taking on too many risks. External Environment: ASOS.com has the largest market share of UK online fashion and beauty retailer. In the UK its main competitors in the industry are: * The other online retail outlets NEXT, New Look, JP Boden amp; Co and Marks amp; Spencer. * There are also individual designer labels that are popular and have a presence in the market like Diesel, Guess and Zara. * They threat of international companies realizing how lucrative the industry is and joining the market. ASOS has expanded into newShow MoreRelatedMba Outline16812 Words   |  68 PagesList 26 Lecture Sequence 27-28 Sample Questions 29-30 Assignment 31 Marketing Management Module Description 32 Learning Outcomes 32 Indicative Content 32 Delivery 33 Indicative Reading List 34 Lecture Sequence 35-36 Sample Questions 37-40 Case Studies 41-65 Module Title: Financial Analysis and Management Module Lecturers: S. Palan/Makailla McConnell 1. Module Description: This module is designed to provide all business students with an overview of how accounting data is used in makingRead MoreStrategic Marketing Plan3242 Words   |  13 PagesStrategy Marketing Plan As Seen On Screen (ASOS) Table of Contents Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Case Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 Statement of the Problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 Product Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 Communicating their Identity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 Competitor Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 Positioning Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 ASOS customer population by age groups†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 Read MoreCase Study on Asos Essay3981 Words   |  16 PagesUniversity of the Arts, London Tara Premnath A Case Study On The Globalisation And Strategic Reign Of ASOS Subject: Retail Branding and identity Abstract This report analysis the strategic branding policies of the online retailer ASOS and comprehends its position in the global market. It evaluates the standardisation and adaptation techniques ASOS employed to become the no.1 online retailer in the world. The company vigilantly practicesRead MoreAn Analysis of the Current and Future Use of Internet Technologies of Boohoo.Com5657 Words   |  23 Pagesthe page. As well as the usual connections; About Us, Terms and Conditions and FAQ, however once they have been clicked there is no redirectory connection to the homepage which can cause confusion. Apart from that the navigation is in line with the study of what user’s preferred with all meaningful clear links and all functional from a keyboard. (Schneider, 2004). The present pages are surrounded by a black background with a white text box, accentuating the clothes and black and pink text. When choosingRead MoreImpact Of Protection Of Designer Products3018 Words   |  13 Pagesout the real culprit for the theft makes the situation more difficult. As one of the studies also suggestsâ€Å" the designers of the small scale businesses in UK and globally do not have the time or the financial resources to take a legal action in case of infringement of their product as a major challenge. (Macdonalad, 2012) (Macdonalad, 2012) † It helps support the author identifying the gap in the research study. There are various crimes involved with e-commerce such as cyber thefts, frauds, defamationRead MoreHow Asos Has Changed The Business Model3212 Words   |  13 Pagestrading via the Internet has become a trend. The purpose of this report will firstly show the changes of consumer behavior of converting physical shopping to E-shopping. Mainly, this report is to analyze the external and internal context base on the case study of ASOS. For the external environment, the essential driver of the success of ASOS is the emphasis. There are three approaches, Porter’s Five Forces, PEST analysis and strategic group mapping will be used to indicate ASOS’s commercial performanceRead MoreCeecee Case Study Analysis9518 Words   |  39 PagesCeeCee Case Study Analysis School of Business Humanities Institute of Technology Blanchardstown Dublin 15 Bachelor of Business Studies Strategic Marketing Management 04/03/2011 1. INTIAL OBSERVATIONS * Fashion Industry * The fashion retail industry has grown rapidly. It is reported in the case study that sales revenue in the European clothing market has increased by almost 20% over the last decade. * There has been substantial price deflation caused by the increasing marketRead MoreInditex Case Study8764 Words   |  36 PagesFASHION† RESULTS SPEEDING UP AGAIN AFTER RECENT SLOW DOWNS ? † This case study has been written exclusively for use on the course Strategic Financial Management FINA 1035 at Greenwich University Business School and its partner institutions. 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