Category: Analysis papers

COmmunication Reflection
Analyze your experience in working with your team for the Team Project on Leadership. Discuss the factors of your team’s virtual communication challenges and successes within the context of the module information on communication, conflict, and negotiation, and your own research as needed.

Address what you could have done to enhance the team’s ability to work together more effectively, and what lessons you have learned about virtual communication and your own abilities for future team participation?. …………….

 

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MGT 450 MISSION STATEMENT

 
Select an organization or department of your choice. Your task is to develop a mission statement. The mission statement describes the purpose of the organization, why the business exists. Develop and submit a one to two page paper (excluding title and reference pages) that establishes a mission statement and its meaning to the department or organization: Here are some things to consider when it comes to developing a mission statement:

Is the mission statement focused on satisfying customer needs rather than being focused on the product? Does the mission statement clearly communicate purpose to customers? Does the mission statement explain how the organization closes the gap between customer needs and the products or services offered? Does the mission statement explain a customer centered philosophy? Does the mission statement match the current market conditions/needs? Does the mission statement reflect the company’s strengths? Is the mission statement motivating? Is the mission statement realistic? Is the mission statement detailed, brief, concentrated and remarkable? Is the mission statement clear and easily understood? You must use at least two references. The paper must be formatted according to the current APA style guide. Examples of Mission Statements Mission Statements | MyStrategicPlan Resources. (n.d.). MyStrategicPlan | Strategy Development and Execution Software. Retrieved March 11, 2012, from https://mystrategicplan.com/resources/mission-statements/#Defining%20Your%20Mission

 

 

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American Interest group and Australian Interest group
Why are some interes groups more effective than others?

Contents Page

3.1.0 Introduction

4. 2.0 American interest groups

5. 3.0 Australian interest groups

6.4.0 Effectiveness of interest groups

7. 5.0 Conclusions

9. 6.0 References

1.0 Introduction

This essay looks at the role of interest groups and why some are more effective in their missions than others. There are different types of interest groups categorized on the basis of membership and their missions. These groups are formed for various reasons such as to pursue a political or social agenda, to celebrate a common heritage among others, (Binderkrantz, 2008). However, the formation may also elicit counter groups which may be formed in response to a given interest groups who will champion a completely different view from that of the initial group. It also analyses the role of interest groups in the business and politics ofAmericaandAustralia.

2.0 American interest groups and their roles in politics and business

The most influential business groups in theUSare the chamber of commerce representing over 200, 000 companies in theUS. The group lobbies for the laws and regulations aimed at promoting economic growth and commercial activities in the country. Another prominent and powerful interest group is the national association of manufactures, (NAM) which lobbies for the laws and regulations that create manufacturing jobs.

Others are labor unions, an examples being American federation of labor and congress of industrial organization consisting over thirteen million members and contributes greatly towards political campaigns in the country, through finances and grassroots support with most of its support and financial contributions going to democratic incumbents and challengers. They include American medical association, (AMA) screen actor association, (SAA) and American bar associations, (ABA) being the most powerful professional associations in theUS. American medical association made a record contribution towards political campaigns in the year 2000. The screen actors associations are known to use the star power of their members to influence political campaigns in the country.

The oldest among these is the American libertiesUnion, dating back to the First World War. It fought for rights of people in matters of civil liberties and bill of rights. Public citizen is the modern form of public interest group formed by Ralph Nader, it fought for the legislations supporting voting rights among the youths. National abortion rights action advocating for the legalization of abortion and the right to life committee fighting for the delegalization of abortion.

The role of interest groups in 2012 US elections have been intensified with massive financial contribution expected to rise due to the proliferation of outside interest groups and supreme court’s decision allowing corporations to spend unlimited funds to elections, with independent groups having spent over $270 millions to date towards the 2012 campaigns.

So far super PAC has spent over $3 million in support of Democrats this year. Obama is likely to call on unions and other traditional Democratic groups in raising to supplement his campaign funds. American crossroads and cross GPS have reported spending over $40 million on 2012 political campaigns. American chamber of commerce(ACC) has so far spent $32 million in favor of republicans, an indication of how interest groups are shaping the politics of theUS.

2.0 Australian interest groups: political and business role

Interest groups in Australiahold certain political values just like political parties and they greatly influence government decisions. Get up action is an independent Australian political movement consisting of five hundred plus members. Its main objective is to build a progressiveAustralia and promote peoples’ participation in democracy. Its apolitical movement involved in human rights advocacy and an end to mandatory detention, having campaigned for the abolition of detention debt and radical changes in the Australian refugee policy. It’s on record for fighting against political huge political donations and economic fairness especially among the marginalized and unemployed people.

Australian new right (ANR) is a radical neo-liberal social movement inAustralia. It played a big role of demonizing and opponents of neo-liberalism in the dying days of labor federal government from 1983 to 1996 and was very influential in changing political debates and a key player in policy battle within the liberal party, (Cahill, 2004). It received massive support from different sections of capital making it a strong political force inAustralia and led to formation of government much more sympathetic to neo-liberal radical agendas since 1996.

Political activism inAustraliahas gained momentum in 2012 with more people rebelling against the government and ruling class, (political activism, n. d). The year is experiencing a push from all sectors of Australian community and interest groups against federal and state governments. The country has recently seen protests organized by various groups citing fundamental problems withAustralia’s democracy, (political activism, n. d).

 

4.0 Effectiveness of interest groups

Interest groups give members an opportunity to express their opinions and actively engage in political participation. According to Dalton et al. (2003), effectiveness of interest groups highly depends on its internal democracy which helps in building loyalty and allegiance. Members therefore provide maximum support to the group in return and this makes the group to be more effective in championing its goals as it will have the required support from its members.

According Bosso (2003); Jordan & Maloney (1998) the mode of communication highly determines the effectiveness of interest group. Communication in public interest groups is not very official (mostly done via mails, internet, newspapers and magazines) which limits their level of participation in decision making process hence reducing the effectiveness of this type of interest groups.

The relationship between members and the officials of the group also determines the effectiveness of a given interest group. Trade movements and professional associations exhibit direct correspondences with their members unlike most public interest groups. This means that the influence of members on the group is more pronounced in economic and single issue interest groups than in public interest groups, (Dunleavy 1991; Halpin 2006).This explains why most trade unions and professional associations are more effective than public interest groups.

The exit from a given group is another reason why some groups are more stable and solid than others. Exit in public interest group is much easier unlike in economic interest groups such as trade unions. A member can easily terminate his membership in the case of public interest group because it pursues broader objective which may not be of much interest and also because there is availability of an alternative group to join in, (Hirschman 1970), a scenario unlikely to be found in economic and sectional groups, where members do not have substitute groups to turn to when dissatisfied and might not also be able to exit fully from enjoying the

Why some interest Groups are more effective than others

We find that some groups are more effective because they have full support of its members than others; examples are trade unions and professional associations like AMA,ACC,NAM, ANR and political activism groups inAustralia. Public interest groups such as transparency international represent broader public views hence they do not have the full support of its members like trade unions and professional associations.

Political connections have played a huge role to the effectiveness of these groups. Groups engaged in political activism seem to be more effective because many people have interest in politics hence motivating the group. InAustraliaandAmerica, trade unions and professional association have been successful in their missions due to their connection to political leaders.

Internal democracy within interest groups have made some groups more effective than others. In professional associations and trade unions, democracy is heightened and every member contributes towards the group’s actions. This creates a sense of ownership by members towards the moves and decisions of the group and they provide enough support in return which has made them more successful than groups with no or little internal democracy.

Leadership style adopted by interest groups determines why some are more effective. Some groups have aggressive leaders who take on their opponents and governments head on unlike others. This has helped them a great deal in making them more effective than other groups who adopt soft and diplomatic approach in carrying out their mandates. Examples are trade movements and human rights activist who engage in strikes and public demonstrations.

The size and financial positions of interest groups influences the groups’ performances. Groups with huge followers are known to succeed in their missions because they have the numbers to push for their agendas unlike small groups.

5.0 Conclusions

The paper analyzes the effectiveness of interest groups and their contributions to business and politics ofAustraliaand theUS. Several reasons explaining why some groups are effective than others have been discussed. Democratic space within the group itself highly impacts on the group performance. This allows members to actively participate in decision making process of the group creating a sense of ownership for the achievements that are realized.

The mode of relationships and communication between the officials and members also determine the effectiveness of the group. The exit rate has been found to be high in public interest group compared to sectional and economic groups like trade unions and professional associations. The exit rate from a particular group is also determined by the availability of other forms of groups to which the members can move to whenever they feel dissatisfied with a particular interest group. These were found to be common in public interest groups.

Pressure groups have greatly influenced the politics ofAustraliaand the Us governments. They play a key role in political campaigns through financial support to parties they share with common stand and interest.

6.0 References

Binderkrantz, A. (2008): Different Groups, Different Strategies: How Interest Groups Pursue Their Political Ambitions. Scandinavian Political Studies, Jun2008, Vol. 31 Issue 2, p173-200, 28p

Binderkrantz, A. S. (2009): Membership Recruitment and Internal Democracy in Interest Groups: Do Group-Membership Relations Vary Between Group Types? West European Politics, May 2009, Vol. 32 Issue 3, p657-678, 22p,

Bosso, C. J. (2003). ‘Rethinking the Concept of Membership in Nature Advocacy organizations’, The Policy Studies Journal, 31:3, 397–411.

Dalton. R. J., Scarrow. E, S., and Cain. B. C (2003). ‘New Forms of

Democracy? Reform and Transformation of Democratic Institutions’, in Bruce E. Cain,

Damien C. (2004): The radical neo-liberal movement and its impact upon Australian politics. Australasian political studies association conference

UniversityofAdelaide. 29 September – 1 October 2004

Dunleavy, P (1988). ‘Group Identities and Individual Influence: Reconstructing the theory of Interest Groups’, British Journal of Political Science, 18:1, 21–49.

Halpin, D. (2006). ‘The Participatory and Democratic Potential and Practice of Interest groups: Between Solidarity and Representation’, Public Administration, 84:4, 919–40.

Hirschman, A. O. (1970). Exit, Voice and Loyalty. Responses to Decline in Firms, organizations and States.Cambridge,MA:HarvardUniversityPress.

Interest groups. (online) retrieved from http://www.netplaces.com (Accessed on 21st April, 2012).

Jordan, G, and Maloney. W, (1998). ‘Manipulating Membership: Supply-Side Influences on Group Size’, British Journal of Political Science, 28, 389–409.

Political activism. (online). Retrieved from http://www.theglobalistreport.com (Accessed on 21st April, 2012).

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Develop a job / task analysis for one ,…. Prepare a two to three (2-3) page analysis……………..

 

Managers must decide what their employees need to learn before training them. The foundation for successful training and development comes as a result of careful analysis. To determine which tasks an employee needs to undertake and the standards of performance a manager has to carry out a job or task analysis. The ultimate purpose of conducting a job/task analysis is to produce a properly trained person.

The job analysis process produces important tools such as job performance standards, job breakdowns and list of tasks or duties. The list of duties or job descriptions states the specific duties that an employee must perform. A customer service representative in a call center is one who serves as direct point of contacts for clients. He/she needs to interact with customers to offer information in response to inquiries about a company’s service or product and to handle or resolve complaints. Customer inquiries may involve routine questions or requests therefore a customer service representative is required to make follow-ups with an individual client until an issue is resolved or a query is answered. Nevertheless, a customer service representative needs to assist clients in making decisions on the type of products or services that would suit their needs. Updated records of transactions and maintained databases must be kept for accountability or transparency purposes. Transfer of calls to another agent is acceptable if the latter is better placed at responding to the customer’s needs. To ensure that company protocols and policies are being adhered to supervisors, are required to tape telephone calls and review conversations. Nonetheless, patience is needed while dealing with customers because some of them can be difficult and agonizing to relate with. A bachelor’s degree holder with a high school course in computer, business or English is an ideal candidate for working in a customer service call center.(Hadass,2005) Candidates who are professional and friendly play a crucial role in building interface between clients and the company. The ability to communicate in foreign languages and having bilingual skills is an added advantage for any candidate seeking out for this job. Objectives for this entry level job are as follows: to enhance interface between customers and the company; to ensure maximum customer satisfaction; to ensure timely customer delivery of products and services; to build customer confidence towards the company; to answer telephone calls within two rings and to ensure that customer complaints and queries are handled and dealt with effectively.

An example of a customized task analysis

What does the trainee need to know/does he have the ability to perform this job Can it be taught and someone learns/tackles it in about 30 minutes
Tasks Yes No
Handling client complaints or messages
Responding to customer queries
Keying in of data or information in computer
Urgency in answering telephone calls
Communicate with reception supervisor

In order to support this job and its corresponding tasks I have identified opportunities for appropriate training. A customer representative should have good communication skills that will assist him in interacting with customers and fellow workmates. Since this is a customer service call centre he must know how to respond to customer’s queries or concerns. A customer representative must be quick to respond to urgent calls because any delays can make the customer lose confidence in the company. Since the company aims at retaining customers it is important for every employee to be timely and accurate in handling customer’s needs. Customer service representatives are supposed to observe confidentiality at work especially when they are confronted with personal information by a client. Exposing a client’s private details is prohibited and if any one is found leaking any information he/she is liable for suspension. Customer service representatives ought to be fluent in delivering speech or conversing (Hecker, 2005). A client should be in a position to comprehend and understand the instructions he/she is being given by a service representative.

Customer satisfaction is the key aspect in our organization, thus an employee has to see to it that a customer is satisfied at all times. An employee needs to observe the rules and regulations of the organization. For instance, one must report to work on time, he/she must be available when need arises. Since computers and telephones are used as a medium of communication, it is crucial for a customer representative to be equipped with ICT skills (Autor, 2003). There is need to provide a conducive working environment. For example, the working area for a call centre must be well lit and clean. A crowded and noisy environment is not ideal, since it makes work appear more stressful and repetitive with less time between calls. Working in an office or help desk is ideal for customer care representatives working outside of a call center area. Customer service jobs offer entry level opportunities because workers with experience tend to move up within the company into managerial or supervisory posts. Representatives are better placed in using their knowledge to improve goods and services. Chances of being enrolled in this field prove to be high with many job openings as opposed to job seeking. Customer service call center is best suited for work schedules that are flexible and part-time work since more organizations opt to cut costs of labor by employing workers on a temporary basis. Organizations that deal with airline, telecommunication or banking services are likely to benefit from this type of job/task analysis.

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Discuss about changes for Savile Group……………………………

TABLE OF CONTENTS

TOPIC PAGE

EXECUTIVE SUMMARY………………………………………………3

INTRODUCTION……………………………………………………….3

LITERATURE REVIEW………………………………………………..3

METHOD…………………………………………………………………6

RESULTS/FINDINGS…………………………………………………10

DISCUSSION/ANALYSIS…………………………………………….10

EVALUATION………………………………………………………….10

CONCLUSION…………………………………………………………11

RECOMMENDATIONS……………………………………………..11

REFERENCES…………………………………………………………..12

EXECUTIVE SUMMARY

The Savile Group is facing a challenge on its reorganisation due to increased competition and condensed market share for its products. The firm must implement the relevant diagnostic and change models to ensure the competitiveness of its products in the market. It should reorganize the main product lines that are under threat to ensure the growth of its market share. This is only attainable by adopting a sustainable change strategy that will yield results.

INTRODUCTION

The global business scene has undergone major milestones due to rapid developments in the technological and social scenes. Major realignments are being witnessed as the main industry players seek to preserve their market share. They are adopting many ways to ensure they remain dominant in their industry and it is up to the upcoming businesses to come up with clear business strategies that will effect the desired changes for them to remain competitive in the industry. They must also devise ways to inform the market of the availability of their products and why they should prefer them over the other competing varieties. This study seeks to analyse the underlying problem of competition and product penetration for the Savile group brands and the need for organizational change to combat these challenges.

LITERATURE REVIEW

The Savile Group is facing a complexity of issues due to the various changes that have occurred and continue to occur both in and outside the company. Westover, 2010 says that these changes are usually brought about by technical, political and cultural factors. Technical changes are mainly due to the advancement in the applications and systems used to carry out the various duties. Political changes are due to the influence of power that causes realignments in the business sector and also the allocation of resources. Cultural changes are mainly brought about by people’s beliefs and their values which may alter the cultural diversity and also the demographic composition of society. Wick, 2008, explains that for an organization to remain competitive it must devise clear strategies that will act as a guide in confronting the underlying issues of competition and staff reorganization. This is also exemplified by Nasim, 2011 who says that there is need for the identity of the areas that needs the change and then there should be reviews conducted to assess the necessity for that change. This assessment will involve the company giving its input of the expected benefits if the changes are implemented. The company will be required to give updates on its analysis so that the pros and cons of the impending changes can be weighed and determine the best way forward.

Goksoy, 2012 explains an elaborate process that should be followed in the identification and analysis stages. These are very important stages because they will determine the level of enthusiasm that the impending changes will be received with by the employees of the organization. The company must revisit its mission and vision to see whether the aspired changes are in conformity. This will call for the firm to also reassess the change agents it wants to put into use (Dijan, 2011). The company must get the best so that the ideas and procedures it will put in place can be innovative and ones that will minimise the exposure of the company to risk. The managers will also be required to have clear management philosophy as this will act as the drive towards attainment of these changes. They must be honest with the employees so as to cultivate teamwork (Kathy, 2011). Therefore the management must come up with a common vision for change that is acceptable to all. This will ensure that everybody will be working towards the attainment of the goals and objectives set out in that vision. They will also be expected to offer a strong leadership which will not compromise any of the standards. There should also be clear ways for measuring the success of the implemented changes to gauge whether the company is on the right track. The stakeholders involved in this process will also need to be rewarded to ensure their efforts are being recognized and appreciated. This can be done through monetary rewards or giving certificates of recognition to reward initiative (Khalid, 2011).

As outlined Ozalp, 2012, the process of business process reengineering can be used by companies like the Savile Group to assess and redefine their organizational structure to ensure there is development of the interrelated business segments to attain the desired results. This is mainly due to the realisation of the fact that the competitors are adopting clear procedures to ensure total specialization and division of labour so as all factors that are essential to the production process are optimally employed. This will require redesigning the key procedures and operations in the company to enhance total utilisation of the firm’s capacity and also make sure that all the available resources are optimally employed. The various departments in the company will require to be integrated so that each can set its own targets and be able to measure them periodically to assess reliability. This will call for the use and implementation of information technology (Michael, 2010) to ensure the data the company is relying on is realistic and up to date. The employees must therefore be continuously trained on the latest developments in the technological arena to ensure they are fully armed so that the decisions which they make concerning price suitability and competition are based on the actual market information and it will guarantee results. The company must also devise ways of adding value to the customers who are the final consumers of their products. This can be done through organizing specific customer target drives that will ensure they are rewarded for their continued loyalty to the company’s products (Davies, 2009).

METHOD

In identifying the changes that are required to be implemented the company can use the Business Process Reengineering model (Fredrick 2009). The model consists of various steps as outlined below:

Why is the change necessary?

There must be need for change in the company. All the stakeholders like the directors, employees, shareholders and even their suppliers must see the true need for change in the way the company does business.

Management’s support

The necessity for change must get the top management’s support. As the programme of change is being formalised the management must be involved to ensure they own the decision and also as a matter of procedure. This is because they will play a very important role in the implementation and enforcement stages.

Communication with employees

The need for change must be communicated to all the employees after getting the approval of the top management. The employees will know why there is need for change and the role they will be expected to play in it. They will also be made aware of the benefits they are going to get from it. This will be important in eliminating any sort of resistance that may come from the workers.

What are the objectives?

The objectives that the reengineering process seeks to achieve should be clearly stipulated (Gray , 2010). They should be compatible with the company’s mission, vision and strategy. These objectives will include increase in the product quality, reduction in the costs of production and increase in the market share. How in view of prevailing circumstances, a company can redesign its vision and mission to ensure the success of the reengineering process.

Form a reengineering team

The team that will spearhead the process is selected and the role of each team member is defined. Those selected must be experienced with implementing the process in other areas with proven results.

Determine the scope of the project and also develop a schedule

This will clearly stipulate the areas that the project will cover and the time it will take.

Identify the specific process to be reengineered

This is done and the methods to be used are also determined.

Analyse and understand the process

After identity of the process to be reengineered the team members should study it and understand its shortfalls, bottlenecks and limitations (Brown, 2011). This will ensure the same pitfalls are not repeated in what they will formulate.

Designing the new process

This is done bearing in mind the views of all stakeholders like consumers and their likes and dislikes.

Make use of Information Technology

This will ensures smooth transition from the current process to the new one.

Carry out a pilot test of the process

This will help in identifying any applicability problems and solving them before going to the market.

Carry out training

The employees who will be involved in the daily to daily handling of the process must be fully trained on it.

 

Implementation of the process

The company will be required to prepare and implement a transition plan. The management should decide whether they want the transition to be gradual or immediate.

Monitoring

The process should be closely monitored to ensure it is constantly redesigned to suit the customer’s needs and requirements.

After the company has diagnosed the areas that require change and knowing what to do there will be need to know how the requisite changes will be carried out to achieve the desired objectives. The company can use the Kotters Change Model (Hicks, 2009).

The model has eight steps;

There should be urgency in implementing the changes to attain results
Insist on teamwork by identifying the key personnel who will push the change forward.
There should be a vision for the change (John, 2008). The main values that are central for the achievement of the change should be defined.
The vision should be communicated to all the stakeholders.
Any obstacles identified should be removed.
Report on the short term achievements since starting implementing the change. This will boost morale and expectations will be high.
Build on the already attained results.
The change should finally be incorporated as part of the company’s culture to make sure its permanent.

RESULTS/ FINDINGS

The company will be required to continuously monitor the efficacy of the implemented changes in the areas of prices and product modification to ensure the desired results are achieved. The involvement of all the stakeholders especially the employees and top management will be crucial for the results to be achieved. The firm will be able to identify the main products which are under threat from the competitors and may be design closer substitutes that it will be able to price competitively to guard against its market share.

DISCUSSION/ANALYSIS

The company should adopt a very competitive model for the pricing of its products. However they should not compromise on the quality of the products. They can also seek mergers especially in the Savile brands segment. This will ensure they become the main players in that market. The competitors are small companies who can be acquired without requiring large capital outlays. This will ensure the company will increase its product range and will be able to edge the other competitors. In the outplacement business the company can issue more shares to the public to ensure it has a large capital base to provide more products.

EVALUATION

The changes carried out were effective because of the acceptability they got from the stakeholders and also the wide appeal they generated. The management team and the employees were very enthusiastic about the changes due to the underlying benefits both in the short and long run.

CONCLUSION

There is constant need for companies to carry out studies on the suitability of their businesses to their target markets. This will help them identify the areas that need improvement and the best remedies. In doing this the company will seek to employ known and tested solutions to these problems. This will ensure realisation of set targets and objectives.

RECOMMENDATIONS

The company should be assessing the impact of the implemented changes constantly and devise modifications to them or come up with other new strategies. This is due to the changing market conditions and requirements that the company has no control over. These include inflationary pressures, competing prices and government regulations. The company should therefore carry out market surveys and consult with relevant government agencies before determining the way forward.

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Providing an overview of the business environment of China suitable for the orientation of British expatriate managers…….

Table of Contents

3 1.0 Introduction
3 1.1 China’s Business Environment Analysis
3 1.2 Business/Market Analysis
4 1.3 Legal Environment
5 1.4 Political Environment
5 1.5 Social Cultural Environment
8 1.6 Conclusion

China’s Business Environment

1.0 Introduction
With the onset of globalization, it has become imperative for businesses to seek new markets for commercial transactions and alternative investments. Companies that have existed within a country or within a certain jurisdiction have had to deal with market saturation due to entry of new businesses into the already complex UK business environment. While some companies have been busy merging with their competitors, other companies have chosen a different route; that of seeking foreign markets through company expansions (Douglas & Craig, 2011). It is on the second premise that Pasta & Pasta rely upon. Having conquered the British market, it’s paramount to try conquering other markets to expand the international outlook as well as capitalize on the profits.
However, entry into a new market may not seem easy, there are a lot factors to be considered to guarantee successful entry into a foreign market. This paper is going to look into the business environment in China so that Pasta & Pasta can make informed choices before entering the market. In particular, the paper is going to look into the business environment, legal environment, political environment, the values and norms of the country as well as considering the Hofstede’s model of cultural dimension. At the end of the paper the British expatriate managers would be able to anticipate the type of environment they are to encounter in China.

1.1China’s Business Environment Analysis
1.2 Business/Market Analysis
China has posited positive growth rate in the last few years and this has attracted investors to the country. With a growth rate of 10% every year, the market in China has proved extremely viable for foreign investment. Pasta & Pasta Company could benefit from this growth rate and hence expand the company’s portfolio. The Chinese population is a factor to consider because they provide ready market for the countries goods and services. The Chinese market was ranked fourth prior to 2008 and it is expected to grow and topple Germany from the third spot if the current economy growth persists. It can confidently be construed that its (China’s) economy is the most promising market because of its posited economic growth. However, when investing in China one has to understand the demographics of the country because there is uneven distribution of resources with the rich living in urban areas while the poor live in rural areas. This has created social inequality and hence encouraging political instability. Therefore the company has to look for ways to create better relations with all the customers despite their class (Barbara, 2008).

1.3 Legal Environment
In a bid to attract more foreign investors, the Chinese government has put in place legislations, regulation, reduction of taxes and principles to encourage healthy business competition. It has put in place comprehensive labor laws, safety laws, health laws as well as enactment of copyright legislation to help companies preserve their innovation while in the Chinese market. The copyright laws are of importance to Pasta & Pasta as they will help in patenting new flavors it innovates for their products. This will promote fair business competition. The Chinese government overhauled its old business legislations as they only served to scare investors and hence failing to promote foreign investment.

1.4 Political Environment
The political environment in China is conducive for foreign as well as local businesses. The country has recently enjoyed political stability which is a great motivator for direct foreign investment. However, there is still civil unrest especially from the lower class citizens who have not benefited from the current financial affluence of the country.

1.5 Social Cultural Environment
The Chinese government is communist oriented; this implies that the Chinese do encourage a free market. The main impediment in the cultural environment is the unequal distribution of resources. This has created different classes or social strata, with the margins of poverty between the poor and the rich being very high. Such a disparity has narrowed the business scope of some businesses as they have ended up structuring their products to suit the rich/wealthy in the society. Therefore to have a national outlook Pasta & Pasta should structure their products to fit the whole society in order to gain acceptance wholly (Gutierrez et al, 2011); this will also help the company remain viable in the market for longer a period (Marian, 1997).

When penetrating a new market, several cultural dimensions have t o be considered as they make a company appreciate and understand the values of work places around the globe. According to Hofstede, there exist five principle cultural dimensions that have to be considered (Hofstede’s Cultural Dimension: Understanding Workplace Values around the World, n.d):
a). Power/Distance (PD). It is the degree of inequality prevalent in a society; this inequality is condoned though by the ruling class as well as the subjects alike. If the PD score is high it means that the prevalent conditions are tolerated and people conform to their societal status. The reverse is always true. In the UK, Britain has got a low ranking in the power distance perspective. The society in the UK and especially the higher class has got a low PDI as compared to the working class in the same society. The situation however is different in China with the country experiencing a higher PDI ranking. The society in China believes that the inequalities between people are tolerable and hence acceptable. The society tends to think that people should therefore not have ambitions that surpass their rank. Therefore Pasta and Pasta should consider this when they are expanding to China.
b). Individualism (IDV). It is the potency possessed by individuals in their societal relationship. The higher the IDV the more loose the connection between individuals and diminutive sharing responsibility, the opposite is true too. In the UK the IDV is relatively high at almost 90%. It fosters what has been referred to as a ‘ME’ culture as children are encouraged from an early age to think on their own and find on their own what their unique attributes are. This is different when compared to the Chinese environment where people favour a ‘WE’ culture where people are more committed to a group. China has got a pretty low IDV index at almost 20%. Therefore Pasta and Pasta should consider this too.
c). Masculinity (MAS). It refers to the way a society adheres to the traditional aspect of gender roles. Societies with high MAS expect the men to be tough and act as the provider for the family. Societies with low MAS have blurred responsibilities. Roles of both genders are not properly differentiated. Women are allowed to work at the same rate with the male gender in society. China has got a high MAS and it is a basically a male dominated society. Chinese work hard and they sacrifice their leisure and family time and priorities work. the society has got individuals who have left their families and have migrated to the city to work hard and support their families. This has been replicated in the education with most Chinese students putting much emphasis on their studies as they realize this is the only way they can succeed in life. The UK is also a masculine society and has got the same score margin as China [i.e. 66%].
d). Uncertainty/Avoidance Index (UAI). It refers to the anxiety degree of a given society in different and unknown situations. Societies with UAI try their level best to avoid situations that are ambiguous in nature. In such a society, the people are governed by rules and orders. In low UAI societies there are fewer rules and the people are encouraged to discover ‘truth’ on their own. China has got a very low score in the UAI. The same can be said of the UK society which has got the same low score [around 30%].
e). Long term Orientation (LTO). It refers to how society opposes short term values in favor of long term values. This was Hofstede’s inclusion after he realized that Asian states that were linked to the philosophy of Confucian behaved differently as compared to Western cultures. They tend to avoid losses as it may cause public embarrassment. The UK society scores lowly in the LTO [25%] compared to a high score of about 118% in China.

 

1.6 Conclusion
Pasta & Pasta managers should consider all the requirements posited above for a successful penetration into the Chinese market. Overlooking the recommendations could prove disastrous in acquiring the new Chinese market and hence a failure in its endeavors.

References

Barbara, B.J. (2008) Build Customer Relationships That Last, Seeking and Keeping your Customers. Harvard Business Review-A Harvard Business Review Paperback, No. 90063

Douglas, S. P, Craig S. (2011). Convergency and Divergency: Developing a Semiglobal
marketing strategy. Journal of international marketing. American marketing association.

Gutierrez S, G.J. et al. (2011) customer satisfaction; hospitality industry perception. Source: Advances in Competitiveness Research; 2011, Vol. 19 Issue 3/4, p17-31, 15p. Guadalajara (Mexico)

Hofstede’s Cultural Dimension: Understanding Workplace Values around the World. (Online) Accessed 29th April 2012 Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm

Marian, B. W. (1997) Clear IMC goals build strong relationships. Marketing News

PLACE AN ORDER TODAY & GET 15% DISCOUNT (CODE GAC15)

 

Providing an overview of the business environment of China suitable for the orientation of British expatriate managers…….

Table of Contents

3 1.0 Introduction
3 1.1 China’s Business Environment Analysis
3 1.2 Business/Market Analysis
4 1.3 Legal Environment
5 1.4 Political Environment
5 1.5 Social Cultural Environment
8 1.6 Conclusion

China’s Business Environment

1.0 Introduction
With the onset of globalization, it has become imperative for businesses to seek new markets for commercial transactions and alternative investments. Companies that have existed within a country or within a certain jurisdiction have had to deal with market saturation due to entry of new businesses into the already complex UK business environment. While some companies have been busy merging with their competitors, other companies have chosen a different route; that of seeking foreign markets through company expansions (Douglas & Craig, 2011). It is on the second premise that Pasta & Pasta rely upon. Having conquered the British market, it’s paramount to try conquering other markets to expand the international outlook as well as capitalize on the profits.
However, entry into a new market may not seem easy, there are a lot factors to be considered to guarantee successful entry into a foreign market. This paper is going to look into the business environment in China so that Pasta & Pasta can make informed choices before entering the market. In particular, the paper is going to look into the business environment, legal environment, political environment, the values and norms of the country as well as considering the Hofstede’s model of cultural dimension. At the end of the paper the British expatriate managers would be able to anticipate the type of environment they are to encounter in China.

1.1China’s Business Environment Analysis
1.2 Business/Market Analysis
China has posited positive growth rate in the last few years and this has attracted investors to the country. With a growth rate of 10% every year, the market in China has proved extremely viable for foreign investment. Pasta & Pasta Company could benefit from this growth rate and hence expand the company’s portfolio. The Chinese population is a factor to consider because they provide ready market for the countries goods and services. The Chinese market was ranked fourth prior to 2008 and it is expected to grow and topple Germany from the third spot if the current economy growth persists. It can confidently be construed that its (China’s) economy is the most promising market because of its posited economic growth. However, when investing in China one has to understand the demographics of the country because there is uneven distribution of resources with the rich living in urban areas while the poor live in rural areas. This has created social inequality and hence encouraging political instability. Therefore the company has to look for ways to create better relations with all the customers despite their class (Barbara, 2008).

1.3 Legal Environment
In a bid to attract more foreign investors, the Chinese government has put in place legislations, regulation, reduction of taxes and principles to encourage healthy business competition. It has put in place comprehensive labor laws, safety laws, health laws as well as enactment of copyright legislation to help companies preserve their innovation while in the Chinese market. The copyright laws are of importance to Pasta & Pasta as they will help in patenting new flavors it innovates for their products. This will promote fair business competition. The Chinese government overhauled its old business legislations as they only served to scare investors and hence failing to promote foreign investment.

1.4 Political Environment
The political environment in China is conducive for foreign as well as local businesses. The country has recently enjoyed political stability which is a great motivator for direct foreign investment. However, there is still civil unrest especially from the lower class citizens who have not benefited from the current financial affluence of the country.

1.5 Social Cultural Environment
The Chinese government is communist oriented; this implies that the Chinese do encourage a free market. The main impediment in the cultural environment is the unequal distribution of resources. This has created different classes or social strata, with the margins of poverty between the poor and the rich being very high. Such a disparity has narrowed the business scope of some businesses as they have ended up structuring their products to suit the rich/wealthy in the society. Therefore to have a national outlook Pasta & Pasta should structure their products to fit the whole society in order to gain acceptance wholly (Gutierrez et al, 2011); this will also help the company remain viable in the market for longer a period (Marian, 1997).

When penetrating a new market, several cultural dimensions have t o be considered as they make a company appreciate and understand the values of work places around the globe. According to Hofstede, there exist five principle cultural dimensions that have to be considered (Hofstede’s Cultural Dimension: Understanding Workplace Values around the World, n.d):
a). Power/Distance (PD). It is the degree of inequality prevalent in a society; this inequality is condoned though by the ruling class as well as the subjects alike. If the PD score is high it means that the prevalent conditions are tolerated and people conform to their societal status. The reverse is always true. In the UK, Britain has got a low ranking in the power distance perspective. The society in the UK and especially the higher class has got a low PDI as compared to the working class in the same society. The situation however is different in China with the country experiencing a higher PDI ranking. The society in China believes that the inequalities between people are tolerable and hence acceptable. The society tends to think that people should therefore not have ambitions that surpass their rank. Therefore Pasta and Pasta should consider this when they are expanding to China.
b). Individualism (IDV). It is the potency possessed by individuals in their societal relationship. The higher the IDV the more loose the connection between individuals and diminutive sharing responsibility, the opposite is true too. In the UK the IDV is relatively high at almost 90%. It fosters what has been referred to as a ‘ME’ culture as children are encouraged from an early age to think on their own and find on their own what their unique attributes are. This is different when compared to the Chinese environment where people favour a ‘WE’ culture where people are more committed to a group. China has got a pretty low IDV index at almost 20%. Therefore Pasta and Pasta should consider this too.
c). Masculinity (MAS). It refers to the way a society adheres to the traditional aspect of gender roles. Societies with high MAS expect the men to be tough and act as the provider for the family. Societies with low MAS have blurred responsibilities. Roles of both genders are not properly differentiated. Women are allowed to work at the same rate with the male gender in society. China has got a high MAS and it is a basically a male dominated society. Chinese work hard and they sacrifice their leisure and family time and priorities work. the society has got individuals who have left their families and have migrated to the city to work hard and support their families. This has been replicated in the education with most Chinese students putting much emphasis on their studies as they realize this is the only way they can succeed in life. The UK is also a masculine society and has got the same score margin as China [i.e. 66%].
d). Uncertainty/Avoidance Index (UAI). It refers to the anxiety degree of a given society in different and unknown situations. Societies with UAI try their level best to avoid situations that are ambiguous in nature. In such a society, the people are governed by rules and orders. In low UAI societies there are fewer rules and the people are encouraged to discover ‘truth’ on their own. China has got a very low score in the UAI. The same can be said of the UK society which has got the same low score [around 30%].
e). Long term Orientation (LTO). It refers to how society opposes short term values in favor of long term values. This was Hofstede’s inclusion after he realized that Asian states that were linked to the philosophy of Confucian behaved differently as compared to Western cultures. They tend to avoid losses as it may cause public embarrassment. The UK society scores lowly in the LTO [25%] compared to a high score of about 118% in China.

 

1.6 Conclusion
Pasta & Pasta managers should consider all the requirements posited above for a successful penetration into the Chinese market. Overlooking the recommendations could prove disastrous in acquiring the new Chinese market and hence a failure in its endeavors.

References

Barbara, B.J. (2008) Build Customer Relationships That Last, Seeking and Keeping your Customers. Harvard Business Review-A Harvard Business Review Paperback, No. 90063

Douglas, S. P, Craig S. (2011). Convergency and Divergency: Developing a Semiglobal
marketing strategy. Journal of international marketing. American marketing association.

Gutierrez S, G.J. et al. (2011) customer satisfaction; hospitality industry perception. Source: Advances in Competitiveness Research; 2011, Vol. 19 Issue 3/4, p17-31, 15p. Guadalajara (Mexico)

Hofstede’s Cultural Dimension: Understanding Workplace Values around the World. (Online) Accessed 29th April 2012 Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm

Marian, B. W. (1997) Clear IMC goals build strong relationships. Marketing News

PLACE AN ORDER TODAY & GET 15% DISCOUNT (CODE GAC15)

 

 

Providing an overview of the business environment of China suitable for the orientation of British expatriate managers…….

Table of Contents

3 1.0 Introduction
3 1.1 China’s Business Environment Analysis
3 1.2 Business/Market Analysis
4 1.3 Legal Environment
5 1.4 Political Environment
5 1.5 Social Cultural Environment
8 1.6 Conclusion

China’s Business Environment

1.0 Introduction
With the onset of globalization, it has become imperative for businesses to seek new markets for commercial transactions and alternative investments. Companies that have existed within a country or within a certain jurisdiction have had to deal with market saturation due to entry of new businesses into the already complex UK business environment. While some companies have been busy merging with their competitors, other companies have chosen a different route; that of seeking foreign markets through company expansions (Douglas & Craig, 2011). It is on the second premise that Pasta & Pasta rely upon. Having conquered the British market, it’s paramount to try conquering other markets to expand the international outlook as well as capitalize on the profits.
However, entry into a new market may not seem easy, there are a lot factors to be considered to guarantee successful entry into a foreign market. This paper is going to look into the business environment in China so that Pasta & Pasta can make informed choices before entering the market. In particular, the paper is going to look into the business environment, legal environment, political environment, the values and norms of the country as well as considering the Hofstede’s model of cultural dimension. At the end of the paper the British expatriate managers would be able to anticipate the type of environment they are to encounter in China.

1.1China’s Business Environment Analysis
1.2 Business/Market Analysis
China has posited positive growth rate in the last few years and this has attracted investors to the country. With a growth rate of 10% every year, the market in China has proved extremely viable for foreign investment. Pasta & Pasta Company could benefit from this growth rate and hence expand the company’s portfolio. The Chinese population is a factor to consider because they provide ready market for the countries goods and services. The Chinese market was ranked fourth prior to 2008 and it is expected to grow and topple Germany from the third spot if the current economy growth persists. It can confidently be construed that its (China’s) economy is the most promising market because of its posited economic growth. However, when investing in China one has to understand the demographics of the country because there is uneven distribution of resources with the rich living in urban areas while the poor live in rural areas. This has created social inequality and hence encouraging political instability. Therefore the company has to look for ways to create better relations with all the customers despite their class (Barbara, 2008).

1.3 Legal Environment
In a bid to attract more foreign investors, the Chinese government has put in place legislations, regulation, reduction of taxes and principles to encourage healthy business competition. It has put in place comprehensive labor laws, safety laws, health laws as well as enactment of copyright legislation to help companies preserve their innovation while in the Chinese market. The copyright laws are of importance to Pasta & Pasta as they will help in patenting new flavors it innovates for their products. This will promote fair business competition. The Chinese government overhauled its old business legislations as they only served to scare investors and hence failing to promote foreign investment.

1.4 Political Environment
The political environment in China is conducive for foreign as well as local businesses. The country has recently enjoyed political stability which is a great motivator for direct foreign investment. However, there is still civil unrest especially from the lower class citizens who have not benefited from the current financial affluence of the country.

1.5 Social Cultural Environment
The Chinese government is communist oriented; this implies that the Chinese do encourage a free market. The main impediment in the cultural environment is the unequal distribution of resources. This has created different classes or social strata, with the margins of poverty between the poor and the rich being very high. Such a disparity has narrowed the business scope of some businesses as they have ended up structuring their products to suit the rich/wealthy in the society. Therefore to have a national outlook Pasta & Pasta should structure their products to fit the whole society in order to gain acceptance wholly (Gutierrez et al, 2011); this will also help the company remain viable in the market for longer a period (Marian, 1997).

When penetrating a new market, several cultural dimensions have t o be considered as they make a company appreciate and understand the values of work places around the globe. According to Hofstede, there exist five principle cultural dimensions that have to be considered (Hofstede’s Cultural Dimension: Understanding Workplace Values around the World, n.d):
a). Power/Distance (PD). It is the degree of inequality prevalent in a society; this inequality is condoned though by the ruling class as well as the subjects alike. If the PD score is high it means that the prevalent conditions are tolerated and people conform to their societal status. The reverse is always true. In the UK, Britain has got a low ranking in the power distance perspective. The society in the UK and especially the higher class has got a low PDI as compared to the working class in the same society. The situation however is different in China with the country experiencing a higher PDI ranking. The society in China believes that the inequalities between people are tolerable and hence acceptable. The society tends to think that people should therefore not have ambitions that surpass their rank. Therefore Pasta and Pasta should consider this when they are expanding to China.
b). Individualism (IDV). It is the potency possessed by individuals in their societal relationship. The higher the IDV the more loose the connection between individuals and diminutive sharing responsibility, the opposite is true too. In the UK the IDV is relatively high at almost 90%. It fosters what has been referred to as a ‘ME’ culture as children are encouraged from an early age to think on their own and find on their own what their unique attributes are. This is different when compared to the Chinese environment where people favour a ‘WE’ culture where people are more committed to a group. China has got a pretty low IDV index at almost 20%. Therefore Pasta and Pasta should consider this too.
c). Masculinity (MAS). It refers to the way a society adheres to the traditional aspect of gender roles. Societies with high MAS expect the men to be tough and act as the provider for the family. Societies with low MAS have blurred responsibilities. Roles of both genders are not properly differentiated. Women are allowed to work at the same rate with the male gender in society. China has got a high MAS and it is a basically a male dominated society. Chinese work hard and they sacrifice their leisure and family time and priorities work. the society has got individuals who have left their families and have migrated to the city to work hard and support their families. This has been replicated in the education with most Chinese students putting much emphasis on their studies as they realize this is the only way they can succeed in life. The UK is also a masculine society and has got the same score margin as China [i.e. 66%].
d). Uncertainty/Avoidance Index (UAI). It refers to the anxiety degree of a given society in different and unknown situations. Societies with UAI try their level best to avoid situations that are ambiguous in nature. In such a society, the people are governed by rules and orders. In low UAI societies there are fewer rules and the people are encouraged to discover ‘truth’ on their own. China has got a very low score in the UAI. The same can be said of the UK society which has got the same low score [around 30%].
e). Long term Orientation (LTO). It refers to how society opposes short term values in favor of long term values. This was Hofstede’s inclusion after he realized that Asian states that were linked to the philosophy of Confucian behaved differently as compared to Western cultures. They tend to avoid losses as it may cause public embarrassment. The UK society scores lowly in the LTO [25%] compared to a high score of about 118% in China.

 

1.6 Conclusion
Pasta & Pasta managers should consider all the requirements posited above for a successful penetration into the Chinese market. Overlooking the recommendations could prove disastrous in acquiring the new Chinese market and hence a failure in its endeavors.

References

Barbara, B.J. (2008) Build Customer Relationships That Last, Seeking and Keeping your Customers. Harvard Business Review-A Harvard Business Review Paperback, No. 90063

Douglas, S. P, Craig S. (2011). Convergency and Divergency: Developing a Semiglobal
marketing strategy. Journal of international marketing. American marketing association.

Gutierrez S, G.J. et al. (2011) customer satisfaction; hospitality industry perception. Source: Advances in Competitiveness Research; 2011, Vol. 19 Issue 3/4, p17-31, 15p. Guadalajara (Mexico)

Hofstede’s Cultural Dimension: Understanding Workplace Values around the World. (Online) Accessed 29th April 2012 Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm

Marian, B. W. (1997) Clear IMC goals build strong relationships. Marketing News

 

Press order button now……….

Providing an overview of the business environment of China suitable for the orientation of British expatriate managers…….

Table of Contents

3 1.0 Introduction
3 1.1 China’s Business Environment Analysis
3 1.2 Business/Market Analysis
4 1.3 Legal Environment
5 1.4 Political Environment
5 1.5 Social Cultural Environment
8 1.6 Conclusion

China’s Business Environment

1.0 Introduction
With the onset of globalization, it has become imperative for businesses to seek new markets for commercial transactions and alternative investments. Companies that have existed within a country or within a certain jurisdiction have had to deal with market saturation due to entry of new businesses into the already complex UK business environment. While some companies have been busy merging with their competitors, other companies have chosen a different route; that of seeking foreign markets through company expansions (Douglas & Craig, 2011). It is on the second premise that Pasta & Pasta rely upon. Having conquered the British market, it’s paramount to try conquering other markets to expand the international outlook as well as capitalize on the profits.
However, entry into a new market may not seem easy, there are a lot factors to be considered to guarantee successful entry into a foreign market. This paper is going to look into the business environment in China so that Pasta & Pasta can make informed choices before entering the market. In particular, the paper is going to look into the business environment, legal environment, political environment, the values and norms of the country as well as considering the Hofstede’s model of cultural dimension. At the end of the paper the British expatriate managers would be able to anticipate the type of environment they are to encounter in China.

1.1China’s Business Environment Analysis
1.2 Business/Market Analysis
China has posited positive growth rate in the last few years and this has attracted investors to the country. With a growth rate of 10% every year, the market in China has proved extremely viable for foreign investment. Pasta & Pasta Company could benefit from this growth rate and hence expand the company’s portfolio. The Chinese population is a factor to consider because they provide ready market for the countries goods and services. The Chinese market was ranked fourth prior to 2008 and it is expected to grow and topple Germany from the third spot if the current economy growth persists. It can confidently be construed that its (China’s) economy is the most promising market because of its posited economic growth. However, when investing in China one has to understand the demographics of the country because there is uneven distribution of resources with the rich living in urban areas while the poor live in rural areas. This has created social inequality and hence encouraging political instability. Therefore the company has to look for ways to create better relations with all the customers despite their class (Barbara, 2008).

1.3 Legal Environment
In a bid to attract more foreign investors, the Chinese government has put in place legislations, regulation, reduction of taxes and principles to encourage healthy business competition. It has put in place comprehensive labor laws, safety laws, health laws as well as enactment of copyright legislation to help companies preserve their innovation while in the Chinese market. The copyright laws are of importance to Pasta & Pasta as they will help in patenting new flavors it innovates for their products. This will promote fair business competition. The Chinese government overhauled its old business legislations as they only served to scare investors and hence failing to promote foreign investment.

1.4 Political Environment
The political environment in China is conducive for foreign as well as local businesses. The country has recently enjoyed political stability which is a great motivator for direct foreign investment. However, there is still civil unrest especially from the lower class citizens who have not benefited from the current financial affluence of the country.

1.5 Social Cultural Environment
The Chinese government is communist oriented; this implies that the Chinese do encourage a free market. The main impediment in the cultural environment is the unequal distribution of resources. This has created different classes or social strata, with the margins of poverty between the poor and the rich being very high. Such a disparity has narrowed the business scope of some businesses as they have ended up structuring their products to suit the rich/wealthy in the society. Therefore to have a national outlook Pasta & Pasta should structure their products to fit the whole society in order to gain acceptance wholly (Gutierrez et al, 2011); this will also help the company remain viable in the market for longer a period (Marian, 1997).

When penetrating a new market, several cultural dimensions have t o be considered as they make a company appreciate and understand the values of work places around the globe. According to Hofstede, there exist five principle cultural dimensions that have to be considered (Hofstede’s Cultural Dimension: Understanding Workplace Values around the World, n.d):
a). Power/Distance (PD). It is the degree of inequality prevalent in a society; this inequality is condoned though by the ruling class as well as the subjects alike. If the PD score is high it means that the prevalent conditions are tolerated and people conform to their societal status. The reverse is always true. In the UK, Britain has got a low ranking in the power distance perspective. The society in the UK and especially the higher class has got a low PDI as compared to the working class in the same society. The situation however is different in China with the country experiencing a higher PDI ranking. The society in China believes that the inequalities between people are tolerable and hence acceptable. The society tends to think that people should therefore not have ambitions that surpass their rank. Therefore Pasta and Pasta should consider this when they are expanding to China.
b). Individualism (IDV). It is the potency possessed by individuals in their societal relationship. The higher the IDV the more loose the connection between individuals and diminutive sharing responsibility, the opposite is true too. In the UK the IDV is relatively high at almost 90%. It fosters what has been referred to as a ‘ME’ culture as children are encouraged from an early age to think on their own and find on their own what their unique attributes are. This is different when compared to the Chinese environment where people favour a ‘WE’ culture where people are more committed to a group. China has got a pretty low IDV index at almost 20%. Therefore Pasta and Pasta should consider this too.
c). Masculinity (MAS). It refers to the way a society adheres to the traditional aspect of gender roles. Societies with high MAS expect the men to be tough and act as the provider for the family. Societies with low MAS have blurred responsibilities. Roles of both genders are not properly differentiated. Women are allowed to work at the same rate with the male gender in society. China has got a high MAS and it is a basically a male dominated society. Chinese work hard and they sacrifice their leisure and family time and priorities work. the society has got individuals who have left their families and have migrated to the city to work hard and support their families. This has been replicated in the education with most Chinese students putting much emphasis on their studies as they realize this is the only way they can succeed in life. The UK is also a masculine society and has got the same score margin as China [i.e. 66%].
d). Uncertainty/Avoidance Index (UAI). It refers to the anxiety degree of a given society in different and unknown situations. Societies with UAI try their level best to avoid situations that are ambiguous in nature. In such a society, the people are governed by rules and orders. In low UAI societies there are fewer rules and the people are encouraged to discover ‘truth’ on their own. China has got a very low score in the UAI. The same can be said of the UK society which has got the same low score [around 30%].
e). Long term Orientation (LTO). It refers to how society opposes short term values in favor of long term values. This was Hofstede’s inclusion after he realized that Asian states that were linked to the philosophy of Confucian behaved differently as compared to Western cultures. They tend to avoid losses as it may cause public embarrassment. The UK society scores lowly in the LTO [25%] compared to a high score of about 118% in China.

 

1.6 Conclusion
Pasta & Pasta managers should consider all the requirements posited above for a successful penetration into the Chinese market. Overlooking the recommendations could prove disastrous in acquiring the new Chinese market and hence a failure in its endeavors.

References

Barbara, B.J. (2008) Build Customer Relationships That Last, Seeking and Keeping your Customers. Harvard Business Review-A Harvard Business Review Paperback, No. 90063

Douglas, S. P, Craig S. (2011). Convergency and Divergency: Developing a Semiglobal
marketing strategy. Journal of international marketing. American marketing association.

Gutierrez S, G.J. et al. (2011) customer satisfaction; hospitality industry perception. Source: Advances in Competitiveness Research; 2011, Vol. 19 Issue 3/4, p17-31, 15p. Guadalajara (Mexico)

Hofstede’s Cultural Dimension: Understanding Workplace Values around the World. (Online) Accessed 29th April 2012 Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm

Marian, B. W. (1997) Clear IMC goals build strong relationships. Marketing News

 

Press order button now……….

There are a number of ways you can present your answer. But in essence you need to reflect on how you have done against your PDP, so you can add another column onto your PDP and reflect how you have done against each development need. Please add comments not just one word answers. Please comment on what you have learned.
At the end of the PDP you should include comments on –
1) identify any future learning points 2) identify how / when you will address these 3) general comments on what you have learned from the overall CHRP programme……

 

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