| Business Markets and Business Buyer Behavior 175
Chapter 6 | Business Markets and Business Buyer Behavior 175
Real Marketing
6.2 Harry’s flashy presentation would likely
not be pleased,” explains an expert on French
business practices.
have been a flop with the Germans, who dis-
International Marketing Manners: like overstatement and showiness. And when
he grabbed his new Japanese acquaintance by
When in Rome, Do as the Romans Do the arm, the executive probably considered
him disrespectful and presumptuous. Japan, like many Asian countries, is a “no-contact cul-
Picture this: Consolidated Amalgamation, Inc.,
ture” in which even shaking hands is a strange thinks it’s time that the rest of the world en-
dolts. But experts say success in international
experience. Harry made matters worse by toss- joyed the same fine products it has offered
business has a lot to do with knowing the ter-
ing his business card. Japanese people revere American consumers for two generations. It
ritory and its people. By learning English and
the business card as an extension of self and as dispatches Vice President Harry E. Slicksmile to
extending themselves in other ways, the
an indicator of rank. They do not hand it to Europe, Africa, and Asia to explore the terri-
world’s business leaders have met Americans
people; they present it—with both hands. In tory. Mr. Slicksmile stops first in London, where
more than halfway. In contrast, Americans too
often do little except assume that others will
addition, the Japanese are sticklers about
rank. Unlike Americans, they don’t heap praise rings them up on the phone. He handles
he makes short work of some bankers—he
march to their music. “We want things to be
on subordinates in a room; they will praise Parisians with similar ease: After securing a
‘American’ when we travel. Fast. Convenient.
only the highest-ranking official present. table at La Tour d’Argent, he greets his lunch-
Easy. So we become ‘ugly Americans’ by de-
Hapless Harry also goofed when he as- eon guest, the director of an industrial engi-
manding that others change,” says one Amer-
sumed that Italians are like Hollywood’s stereo- neering firm, with the words, “Just call me
ican world trade expert. “I think more business
types of them. The flair for design and style Harry, Jacques.”
would be done if we tried harder.”
that has characterized Italian culture for cen- In Germany, Mr. Slicksmile is a power-
Poor Harry tried, all right, but in all the
turies is embodied in the businesspeople of house. Whisking through a lavish, state-of-
wrong ways. The British do not, as a rule,
Milan and Rome. They dress beautifully and the-art marketing presentation, complete with
make deals over the phone as much as Amer-
admire flair, but they blanch at garishness or flip PowerPoints and videos, he shows ‘em
icans do. It’s not so much a “cultural” differ-
impropriety in others’ attire. that this Georgia boy knows how to make a
ence as a difference in approach. A proper
To the Saudi Arabians, the pigskin binder buck. Heading on to Milan, Harry strikes up a
Frenchman neither likes instant familiarity—
would have been considered vile. An Ameri- conversation with the Japanese businessman
questions about family, church, or alma
can salesperson who actually presented such a sitting next to him on the plane. He flips his
mater—nor refers to strangers by their first
binder was unceremoniously tossed out, and card onto the guy’s tray and, when the two
names. “That poor fellow, Jacques, probably
his company was blacklisted from working say good-bye, shakes hands warmly and clasps the man’s right arm. Later, for his ap- pointment with the owner of an Italian pack- aging design firm, our hero wears his comfy corduroy sport coat, khaki pants, and Timber- land hikers. Everybody knows Italians are zany and laid back.
wouldn’t show anything, but he’d recoil. He’d
Mr. Slicksmile next swings through Saudi Arabia, where he coolly presents a potential client with a multimillion-dollar proposal in a classy pigskin binder. At his next stop in Bei- jing, China, he talks business over lunch with
a group of Chinese executives. After complet- ing the meal, he drops his chopsticks into his bowl of rice and presents each guest with an elegant Tiffany clock as a reminder of his visit. Then, at his final stop in Phuket, Thailand, Mr. Slicksmile quickly dives into his business proposal before lunch is served.
A great tour, sure to generate a pile of or- ders, right? Wrong. Six months later, Consoli- dated Amalgamation has nothing to show for the trip but a stack of bills. Abroad, they weren’t wild about Harry.
American companies must help their managers understand international customers and
This hypothetical case has been exagger-
customs. For example, Japanese people revere the business card as an extension of self:
ated for emphasis. Americans are seldom such
They do not hand it out to people; they present it.
Parts
» | Marketing: Creating and Capturing Customer Value 3
» | Marketing: Creating and Capturing Customer Value 11
» | Marketing: Creating and Capturing Customer Value 13
» | Marketing: Creating and Capturing Customer Value 25
» | Marketing: Creating and Capturing Customer Value 29
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 37
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 41
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 43
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 51
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 55
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 57
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 63
» | Analyzing the Marketing Environment 65
» | Analyzing the Marketing Environment 71
» | Analyzing the Marketing Environment 73
» | Analyzing the Marketing Environment 77
» | Analyzing the Marketing Environment 79
» | Analyzing the Marketing Environment 81
» | Analyzing the Marketing Environment 85
» | Analyzing the Marketing Environment 87
» | Analyzing the Marketing Environment 89
» | Managing Marketing Information to Gain Customer Insights 97
» | Managing Marketing Information to Gain Customer Insights 99
» | Managing Marketing Information to Gain Customer Insights 103
» | Managing Marketing Information to Gain Customer Insights 109
» | Managing Marketing Information to Gain Customer Insights 111
» | Managing Marketing Information to Gain Customer Insights 113
» | Managing Marketing Information to Gain Customer Insights 115
» | Managing Marketing Information to Gain Customer Insights 127
» | Managing Marketing Information to Gain Customer Insights 131
» | Consumer Markets and Consumer Buyer Behavior 133
» | Consumer Markets and Consumer Buyer Behavior 137
» | Consumer Markets and Consumer Buyer Behavior 141
» | Consumer Markets and Consumer Buyer Behavior 143
» | Consumer Markets and Consumer Buyer Behavior 159
» | Consumer Markets and Consumer Buyer Behavior 163
» | Business Markets and Business Buyer Behavior 165
» | Business Markets and Business Buyer Behavior 175
» | Business Markets and Business Buyer Behavior 179
» What is Eaton’s value proposition?
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 189
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 193
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 197
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 203
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 205
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 207
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 209
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 211
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 213
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 219
» | Products, Services, and Brands: Building Customer Value 223
» | Products, Services, and Brands: Building Customer Value 225
» | Products, Services, and Brands: Building Customer Value 229
» | Products, Services, and Brands: Building Customer Value 237
» | Products, Services, and Brands: Building Customer Value 245
» | Products, Services, and Brands: Building Customer Value 247
» | Products, Services, and Brands: Building Customer Value 249
» | Products, Services, and Brands: Building Customer Value 251
» | Products, Services, and Brands: Building Customer Value 257
» | New Product Development and Product Life-Cycle Strategies 259
» | New Product Development and Product Life-Cycle Strategies 271
» | New Product Development and Product Life-Cycle Strategies 273
» | New Product Development and Product Life-Cycle Strategies 279
» | New Product Development and Product Life-Cycle Strategies 281
» | Pricing: Understanding and Capturing Customer Value 289
» | Pricing: Understanding and Capturing Customer Value 291
» | Pricing: Understanding and Capturing Customer Value 295
» | Pricing: Understanding and Capturing Customer Value 299
» | Pricing: Understanding and Capturing Customer Value 305
» | Pricing: Understanding and Capturing Customer Value 307
» | Marketing Channels: Delivering Customer Value 339
» | Marketing Channels: Delivering Customer Value 347
» | Marketing Channels: Delivering Customer Value 351
» | Marketing Channels: Delivering Customer Value 367
» | Retailing and Wholesaling 373
» | Retailing and Wholesaling 377
» | Retailing and Wholesaling 379
» | Retailing and Wholesaling 393
» | Retailing and Wholesaling 395
» | Retailing and Wholesaling 397
» | Retailing and Wholesaling 401
» | Retailing and Wholesaling 405
» | Communicating Customer Value: Integrated Marketing Communications Strategy 407
» | Communicating Customer Value: Integrated Marketing Communications Strategy 411
» | Communicating Customer Value: Integrated Marketing Communications Strategy 413
» | Communicating Customer Value: Integrated Marketing Communications Strategy 415
» | Communicating Customer Value: Integrated Marketing Communications Strategy 429
» | Communicating Customer Value: Integrated Marketing Communications Strategy 433
» | Advertising and Public Relations 435
» | Advertising and Public Relations 439
» | Advertising and Public Relations 441
» | Advertising and Public Relations 443
» | Advertising and Public Relations 445
» | Advertising and Public Relations 447
» | Advertising and Public Relations 449
» | Advertising and Public Relations 453
» | Personal Selling and Sales Promotion 463
» | Personal Selling and Sales Promotion 469
» | Personal Selling and Sales Promotion 471
» | Personal Selling and Sales Promotion 481
» How is the sales force at Nestlé Waters structured? outsells its top competitors.
» | Direct and Online Marketing: Building Direct Customer Relationships 495
» | Direct and Online Marketing: Building Direct Customer Relationships 499
» | Direct and Online Marketing: Building Direct Customer Relationships 507
» | Direct and Online Marketing: Building Direct Customer Relationships 509
» | Direct and Online Marketing: Building Direct Customer Relationships 515
» | Direct and Online Marketing: Building Direct Customer Relationships 525
» | Creating Competitive Advantage 527
» | Creating Competitive Advantage 529
» | Creating Competitive Advantage 537
» | Creating Competitive Advantage 549
» | The Global Marketplace 551
» | The Global Marketplace 553
» | The Global Marketplace 561
» | The Global Marketplace 573
» | Sustainable Marketing: Social Responsibility and Ethics 581
» | Sustainable Marketing: Social Responsibility and Ethics 583
» | Sustainable Marketing: Social Responsibility and Ethics 587
» | Sustainable Marketing: Social Responsibility and Ethics 595
» | Sustainable Marketing: Social Responsibility and Ethics 603
» | Sustainable Marketing: Social Responsibility and Ethics 605
» | Marketing by the Numbers A21
» | Marketing by the Numbers A27
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