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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 1
International, Part IV
• The Culturally Customized Web Site, Part III
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 2
Chapter 4—Cultural Customization: Individualism-Collectivism
• The extent to which goals of the individual, as opposed to the group, are valued
• Extent to which individual differences in behavior are accepted and/or encouraged
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 3
Country Examples
• High– U.S.– Australia– U.K.– Netherlands– Canada– New Zealand
• Middle– India– Japan– Argentina– “Arab World”
• Low– Guatemala– Ecuador– Panama– Venezuela– Columbia– Indonesia– China– Pakistan– Indonesia– Taiwan
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 4
Authors’ Caveats
• Numbers represent averages
• Web sites which happen to portray individualist and/or collectivist values may do so without actually having sought to customize for the particular culture
• Other variables are important
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 5
Suggestions for Sites for Collectivist Societies
• Clubs– May be “offline”—sense of
belonging– Chat rooms
• Emphasis on community relations
• Family (“we”) theme– Family bonds
• Loyalty programs– To company or brand– Japanese: amae—loyalty
to the group
• Links to local web sites– Demonstration of
connection to local community
• Symbols/pictures of national identity– Flags– Architecture– Important buildings– Local role models
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 6
Suggestions for Sites for Individualist Societies
• Independence theme– “I-consciousness”– Individual determinism– “Invest on your terms”
• Strong privacy statement
• Personalization and product uniqueness– Unique content (e.g., self-
selected news, features, adjustment of view)
– Personalized products, if applicable
– Personal product recommendations
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 7
Chapter 5—Uncertainty Avoidance
• Relative importance of predictable environment, defined structure, order vs. acceptance of risk taking, reduced structure, and acceptance of ambiguity
• Extent of acceptance of new ways of doing things if not known
• Valuing conservatism and “traditional” beliefs
• Example: Mexican beverage company explicitly lists behaviors expected from employees
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 8
Countries
• High– Greece– Portugal– Guatemala– Uruguay– El Salvador– Belgium– Japan
• Medium– Germany– Thailand– Iran– Finland
• Low– Singapore– Jamaica– Denmark– Hong Kong– Sweden– Ireland– U.S.
Note that no clear geographic patterns are evident.
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor 9
Suggestions for Sites for High Uncertainty Avoidance Societies
• Customer service– Personnel positioned as
experts– Easily accessible on the site
• Guided navigation
• Traditional theme
• Connection to local stores– Depictions– Ability to return
merchandise
• Local terminology
• Free– Trials– Downloads
• Transaction security
• Testimonials
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Suggestions for Sites for High Uncertainty Avoidance Societies
• None listed. Ideas?
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Chapter 6—Cultural Customization: Power Distance
• Extent to which hierarchy and status are emphasized as opposed to a preference for more “distributed” power and decision making
• High sensitivity to those older, with seniority, and in authority
• Tendency to obey “suggestions” from authority figures
• Preference for face-to-face contact for display of respect
• Emphasis on hierarchical structures
• Emphasis on organization charts
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor
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Countries
• High– Malaysia– Panama– Guatemala– Philippines– Mexico– “Arab World”
• Middle– Taiwan– Iran– Spain– Poland
• Low– Austria– Israel– Denmark– New Zealand– Ireland– Norway
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Suggestions for High Power Distance Societies
• Hierarchy information
• Picture of CEO and other “important” people
• Use of proper titles
• Quality assurance– “Superior quality”
• Awards
• Vision statement by CEO
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Suggestions for Low Power Distance Societies
• None specifically listed. Ideas?
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Chapter 7—Cultural Customization: Masculinity-Femininity
• Value of achievement, assertiveness, ambition vs. nurturance, care for others
• Masculine societies– Tendency toward clear
gender roles– “Success orientation”– Decisiveness– Directness (depending on
levels of collectivism, power distance)
• Feminine societies– “Oneness with nature”– Service orientation– Harmony– Modesty
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MKTG 476 INTERNATIONAL, PART IV Lars Perner, Instructor
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Countries
• High masculinity– Japan– Hungary– Austria– Venezuela– Switzerland– Mexico
• Middle:– Malaysia– Brazil– Singapore– Israel– West Africa
• High Femininity– Sweden– Norway– Netherlands– Denmark– Costa Rica– Finland
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Recommendations for Masculine Societies
• Indication of product effectiveness
• Quizzes, games (competitive element)
• “Realism” theme– Decisiveness vs. fantasy, imagery
– “Rational”/performance appeals
• Clear depiction of gender roles and segregation– E.g., female section of Japanese search engine
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Recommendations for Masculine Societies
• Similar considerations to “high context” societies
• Harmony
• Aesthetics
• Soft sell
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Chapter 8—Cultural Customization: High-Low Context
• Importance of “context” in communication style—important information may be “embedded” in society as opposed to being more detailed and explicit with unambiguous explanation.
• High context societies– Politeness/indirectness are
emphasized– Soft sell approach– Aesthetics
• Low context societies– Hard sell– Superlative word usage– Emphasis on rank and
prestige of company– Explicit terms and
conditions– Emphasis on logical,
“linear” thinking– Action orientation– Emphasis on rationality
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Countries
• High Context– Asia (generally)– Africa– South America– Parts of Middle East– Japan– China– Spain– Thailand – Turkey– Taiwan– Philippines
• Low context– Most of Northern Europe– North America– New Zealand– Australia– U.K.
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Recommendations
• For High Context Societies– Aesthetics– Politeness– Indirectness– “Soft-sell” approach
• For Low Context Societies– Harder sell– Terms and conditions– Rank– Prestige– Superlatives