Section 3 - A Global Marketer's Social and Cultural Environments

Question 1

Physical Culture

Answer 1

Clothing and Art; Music and Dancing; Education and Sports; Social Status and Etiquette; Ethics and Language; Religious Rituals

Question 2

Abstract Culture

Answer 2

Religion; Perceptions; Attitudes; Beliefs; Values

Question 3

Social Institutions

Answer 3

Family; Education; Religion; Government; Business

Question 4

Task of Global Marketers

Answer 4

• Research the cultures of countries and learn how people of different cultures prefer to do business.
• Understand how their cultural values might influence your research material.
• Interpret the research material from the perspective of the target culture.
• Modify your marketing plan to accommodate the target culture’s preferences/expectations.

Question 5

Attitudes, Beliefs, Values and Subcultures

Answer 5

The attitude (a response), belief (the output of cultural training), and values (the measurement of one belief when compared to another) can be generalized for the study of a national culture. But there are subcultures which are smaller groups of people who have modified the basic national value.

Question 6

Aesthetics

Answer 6

Cultural preferences for what is attractive, pleasing, or acceptable.. Defines what is tasteful or tasteless, flattering or insulting.

Question 7

Visual aesthetic

Answer 7

Primary emotional trigger; a product’s package, colour, advertising.

Question 8

Aesthetics and Colour

Answer 8

Red: could be energy, excitement, active, vibrant, but also good luck, but also danger, death.
Blue: the most popular colour in the world. Typically the safest colour to use in business communication. Long-term exposure is calming.
White: Clean (the West) or death (Asia).
Grey: low quality signal in Asia, high quality in the West.
Purple: high value. Wealth, royalty, richness.

Question 9

Music

Answer 9

Correct selection will support your advertisement; the wrong will irritate and insult the target audience. Demographics (age, urban, rural, gender) play a significant role in music selection within a culture.

Question 10

Unspoken Language and Communication

Answer 10

Unspoken language is huge: gestures, touching, body language tell more than the spoken words. Think of the ‘richness’ of a meeting room or the shape of the table (rectangle or round) or the physical distance after formal introductions, the amount of eye contact, the perceived stress level, etc.

Question 11

Can Marketing Change a Culture’s Values?

Answer 11

Some say yes as standardized components (convenience foods) for global marketing proves that one culture will adapt to another’s cultural product if they want it but don’t have it, and increasing travel and exposure to different cultures results in this happening. Ex. Tobacco introduced to Europe, or ‘Crate Culture’, South Pacific, 1942.

Some say no, as although global marketing will expose different cultures to products of other cultures and change some buying habits and preferences, but this doesn’t affect basic cultural values and beliefs. Ex. A learned dislike of a product at an early age won’t be altered by advertising later in that person’s life.

Question 12

Low Context Cultures

Answer 12

Messages are explicit and specific. Written words carry all info; verbal messages are meaningless. Strong reliance on legal paperwork; contracts are the only thing that count. Negotiations are fast as it’s not important to get to know the other party. The West is more like this.

Question 13

High Context Cultures

Answer 13

Only new information is shared, assuming you know the background data. Everything moves slower and is based on trust, and verbal promise is a contract. A written contract merely declares what has already been agreed on. A business loan is more likely to be approved based on ‘who you are’ rather than financial security or a contract’s terms. Focus is on personal reputation, an ongoing trusting relationship and societal status.

Question 14

Hofstede’s Five Dimensions of National Culture

Answer 14

Individualism/Collectivism: how much you think about life in ‘I’ terms vs. Familial or collective terms. Some cultures prefer individuals to take care of themselves and their immediate families vs. Caring for the collective group.

Power Distance: Some cultures have social inequality built in vs. those cultures who think we all start off on the same level.

Uncertainty Avoidance: how much a culture is comfortable dealing with ambiguity or uncertainty. Some cultures have a rule or the exact way to do everything whereas some cultures have loose guidelines and you have to figure out how to apply them.

Achievement/Nurturing: either it’s all I win/you lose and all about winning with no caring for being kind/forming a relationship or its nurturing where a relationship is made and you need to be kind and trusting and giving to do business.

Long-term Orientation: Short-term orientation (North America) where shareholders demand profits and results and solutions now. Make as much money as possible now… vs. Long-term where big companies are family owned for generations and they think about how their decisions will affect their company in 20 years, because their kids will be running it then.

Question 15

Diffusion Theory: The Adoption Process

Answer 15

Awareness, Interest, Evaluation, Trial, Adoption. Involves Product Life Cycle from MKT 2210.

Question 16

Diffusion Theory: Characteristics of Innovation

Answer 16

Factors that affect the innovation rate are relative advantage, is it compatible, is it too complex, is it divisible (free sample), does it have perceived value, etc.?

Question 17

Cultural Electives

Answer 17

Areas of behaviour or customs that one may wish to conform to (or participate in) but are not required. Body language of a proper introduction, basic language skills, etc.

Question 18

Cultural Imperatives

Answer 18

Cultural Imperatives: business customs and expectations that must be met and conformed to (or avoided) if business relationships are to be successful.
In Japan prolonged eye contact is considered offensive.

Question 19

Cultural Exclusives

Answer 19

Those customs or behaviour patterns reserved for the locals. It is best for foreigners to avoid these issues because they are complicated and you don’t know your host’s opinion; you may offend them with your comments. Examples: politics, religion.

Question 20

Task Management: Monochronic Time (linear)

Answer 20

Paying attention to and doing only one thing at a time.
Monochronic people: do one thing at a time, concentrate on one job, rigid time commitment, need full information, are committed to the job, never alter plans, promptness based on schedules, short-term business relationships.

Question 21

Task Management: Polychronic Time (parallel)

Answer 21

Do many things at a time, allow interruptions, considers time value, uses available information, committed to people, easily alters plans, promptness based on relationships, long-term business relationships.