中外商务行为比较分析.ppt

A Framework for Ethical Principles 5-* What we learned in Chapter 4, particularly Hofstede’s cultural value dimensions are applicable to business customs and how business is conducted in various countries. For example, in high power distance countries, authority and hierarchy needs to be respected while conducting business. * Unless marketers remain flexible by accepting differences in basic patterns of thinking, local business tempo, religious practices, political structure, and family loyalty, they are hampered, if not prevented, from reaching satisfactory conclusions to business transactions. * Cultural imperatives are “must do” things in another culture, such as meeting and greeting, exchange of business cards in Asian cultures (eg: China, Japan and Korea). Cultural electives are optional activities that a foreigner may or may not want to engage in, such as drinking aperitifs (strong alcoholic drinks) before lunch in the Czech Republic or coffee in Saudi Arabia, no offense is taken if one refuses to participate in these cultural customs. * In general, politics and religion are taboo in conversations many cultures, particularly for foreigners. In Mexico, McDonalds used the national symbol of the Mexican Flag on paper placemats and insulted the people (as you treat anything with the national symbol with the utmost respect). These are cultural exclusives, things you never engage in or do when in another culture. * American culture is based on a few basic premises listed above, reward is based on merit and not group performance. Decisions are made objectively not subjectively, it is a competitive business environment where continuous improvement and to get better is the goal. * For Americans, a self-awareness will help adapt to working with associates in other cultures. This knowledge will help everyone be more patient while conducting business across borders. Just as in the 1980s Japanese management practices were imitated almost everywhere. * In Exhibit 5.1