Komunikasi Lintas Budaya Manajemen Inter
INTERNATIONAL
MANAGEMENT
Disusun Oleh:
Azri (122121014)
Garra Chady Prastowo (122121142)
Gyda Chandra R (122121043)
Florida Tiur Ronauli V.L (122120156)
Richy Wijaya Wahab (122121101)
Syilvta Nastassia Syahputri (122121120)
Willy Tandauli (122120133)
Komunikasi Lintas Budaya
Chapter 4
Pembahasan
Definisi Komunikasi Lintas Budaya
Hambatan Komunikasi Lintas Budaya
Karakteristik Komunikasi Lintas Budaya
Alasan mempelajari Komunikasi Lintas
Budaya
Definisi Komunikasi Lintas
Budaya
Komunikasi antar budaya terjadi apabila
sebuah pesan dimengerti dan dihasilkan oleh
anggota dari budaya tertentu untuk konsumsi
anggota dari budaya yang lain
proses komunikasi antar budaya
merupakan interaksi antarpribadi dan
komunikasi antarpribadi yang dilakukan
oleh beberapa orang yang memiliki latar
belakang kebudayaan yang berbeda
Hambatan Komunikasi Antar
Budaya
segala sesuatu yang menjadi penghalang
untuk terjadinya komunikasi yang efektif
Contoh : Amerika Serikat anggukan kepala
mempunyai arti bahwa orang tersebut
mengerti sedangkan di Jepang anggukan
kepala tidak berarti seseorang setuju
melainkan hanya berarti bahwa orang
tersebut mendengarkan
Jenis-Jenis Hambatan
Komunikasi Antar Budaya
Fisik (Physical)
Budaya (Cultural)
Persepsi (Perceptual)
Motivasi (Motivational)
Pengalaman (Experiantial)
Emosi (Emotional)
Bahasa (Linguistic)
Nonverbal
Kompetisi (Competition)
KARAKTERISTIK KOMUNIKASI LINTAS BUDAYA
Komunikasi dan bahasa
Pakaian dan penampilan
Makanan dan kebiasaan makan
Waktu dan kesadaran akan waktu
Penghargaan dan Pengakuan
Hubungan-Hubungan
Nilai dan Norma
Rasa Diri dan Ruang
Proses mental dan belajar
Kepercayaan dan sikap
ALASAN MEMPELAJARI KOMUNIKASI LINTAS BUDAYA
Budaya-budaya yang berbeda memiliki
sistem-sistem nilai yang berbeda dan
karenanya ikut menentukan tujuan hidup
yang berbeda, juga menentukan cara
berkomunikasi kita yang sangat dipengaruhi
oleh bahasa, aturan dan norma yang ada
pada masing-masing budaya.
Elizabeth Visits GPC’s French Subsidiary
Study Case
Chapter 4
History
Elizabeth Moreno works for Global Pharmaceutical
Company (GPC).
GPC headquartered in US but has subsidiaries
around the world.
France in particular have regular visits from GPC
execs and scientists.
Elizabeth sent to study a problem and train local
scientists and managers in latest GPC techniques.
Elizabeth only have a three hour HR training & no
French language knowledge.
French does business as very impersonal.
USA and France difference in Management.
What can Elizabeth Moreno do to establish a position of
power
in front
of French
managers
to help her
What can
Elizabeth
Moreno
do to establish
a position of
accomplish
herof
assignment
in five days?
power in front
French managers
to help her
accomplish her assignment in five days?
Research the French culture
o Globe project: French
Cultural variables in the communications
process
o Human orientation : LOW
o Power distance: HIGH
o Leadership style
Participative style : MIDDLE
The performance-oriented style (called “charismatic/valuebased”) : HIGH
English/French translator
Kinesis behaviors: Elizabeth should study their kinesis
behavior patterns and follow what they do.
“The French tend to regard authority as residing in the role and
not in the person. It is by the power of the position that a
French manager gets things done”.
French= high contact culture (speak their opinions loudly
and face-to-face with one another which show their authority).
Roles: “The French place more emphasis on the person who
can adapt to any situation by virtue of intellectual quality”.
Proxemics: In French= Authority is positioned in the middle of
his/her subordinates to gain control and be informed. She can
place herself in the middle.
What should Elizabeth know about
high-context vs low-context cultures in
Europe?
Low Context Culture
People are more direct; communication is more about
exchanging information, ideas and opinions which they did
not care much about nonverbal communication.
North Americans, Asians and Northern Europeans.
Distant style of body language.
Invasion of intimate space.
Decisions are based on facts rather then intuition.
Communicators are straightforward, concise and efficient
in telling what action is expected.
‣ High Context Culture
Tend to emphasis interpersonal relationship as they think that
developing trust is very important for business transaction.
Words might be not that important for and they would
combine verbal and nonverbal communication.
South Americans, Southern and Eastern Europeans,
Indonesians and Arabs
Prefer to stand close
Developing trust is important in business relations
Words are not as important as context
Cultural Types
What should Elizabeth include in her report and what should
be the manner in which it is communicated, so that the
future executives and scientist avoid communication pitfalls?
“Share” her experiences instead of criticize
French managers view their work as intellectual
challenge… require application of individual brainpower
Developing cultural sensitivity
• When acting as a sender a manager must make it a point to know the
receiver and to encode the message in a form that will most likely be
understood as intended. This requires awareness of his or her own cultural
baggage and how it affects the communication process.
‣
Careful Encoding
•
•
‣
In translating his or her intended meaning into symbols for cross cultural
communication the sender must use words, pictures or gestures that are
appropriate to the receiver’s frame of reference.
Language translation is only part of the encoding process; the message also
Proxemics
•
Deals with the influence of proximity and space on communication with both
personal space and office lay out.
Highlight the main issue that might be faced in
other country, plus some way to solve.
Main Issue:
Different
Expectation
s – of “ours
and theirs”
How can technical language differ
How canintechnical
differ
language
corporate language
communication?
from everyday
from everyday
language in corporate communication?
Technical language vs Everyday language
Technical language – written oral communication with specialized content
Jargon – when there is abbreviation and complex words of communication
that only a certain group can understand
Everyday language - language that is communicated and understood to the
average person
Assumptions – the communication is much more clear as it is an everyday
communication strategy that allows for the common person to understand
According to the case study, the French can more about a person being able
to adapt to any situation by virtue of his intellectual quality
Elizabeth seemed to have not been worried about communicating to the
French as she said that the main communication for business English
Corporate communication can consist of mainly technical to get to the point
of the communication, knowing that the people they are communicating with
have the knowledge necessary to understand what they are talking about.
• Get to the point
• Have more affective reports and meetings
Corporation and everyday language are included in their
communication
Not as effective when it comes down to corporate meetings
Not as effective in communicating through reports
Waste a lot of space of communicating
Technical language vs
Everyday language
•
To communicate specifically
Usually more general situation
•
Ex) Executive meeting for Ex) Company’s Annual General
Research Analysis and FinancialMeeting for all employees
Presentation
Examples of Technical language and business idioms;
1. (to) pull the plug
To put a stop to a project or initiative, usually because it’s not going well.
2. Yes man
An employee who always agrees with the boss or does whatever the boss
says
3. (to) face the music
To admit that there’s a problem; to deal with an unpleasant situation
realistically
Chapter 5:
Cross-cultural Negotiation
and Decision Making
Azri 122121014
Negotiation
The process of discussion by which two or
more parties aim for mutually acceptable
agreement
Stakeholders in Cross-cultural
Negotiation
The Negotiation Process
Stage One: Preparation
Develop profiles of counterparts
Find out likely demands, team composition,
and counterpart authority
Choose a negotiation site
Stage Two: Relationship
Building
Getting to know one’s contacts and building
mutual trust
Non task sounding
Use an intermediary
“I have come as a mediator…”
Stage Three: Exchanging Taskrelated
Information
Cultural differences remain an issue
Mexicans can be suspicious and indirect
The French enjoy debate and conflict
The Chinese ask many questions, but provide
ambiguous information in return
Stage Four: Persuasion
Dirty tricks are in the eye of the beholder
False information
Ambiguous authority
Uncomfortable rooms
Rudeness, threats
Calculated delays
Stage Five: Concessions and
Agreement
Russians and the Chinese start with
extreme positions
Swedes start with what they will accept
Starting with extremes may be most
effective
Comparison of Negotiation
Styles
Japanese
North
American
Latin
American
Hide emotions
Deal
impersonally
Emotionally
passionate
Subtle power
plays
Litigation, not
Conciliation
Great power
plays
Step-by-step
Approach
Methodical
organization
Impulsive,
spontaneous
Group good is
aim
Profit is aim
Group/individual good
is aim
Successful Negotiators:
Americans
Know when to compromise, but stand firm at
Beginning
Refuse to make concessions beforehand
Keep cards close to chest, but make other party
reveal his/her position
Keep maximum options open, operate in good
faith
Successful Negotiators:
Indians
Look for and say the truth, not afraid to
speak up
Exercise self-control
Respect other party, look for solutions
acceptable to all parties
Will change their minds, even at risk of
seeming inconsistent and unpredictable
Successful Negotiators: Arabs
Protect honor, self-respect, dignity and,
thus, are trusted and respected
Avoid direct confrontation
Come up with creative, honorable solutions
Are impartial and can resist pressure
Successful Negotiators: Swedes
Quiet, thoughtful, polite, straightforward
Overcautious, but flexible
Slow to react to new proposals, but eager to
be productive and efficient
Able to hide emotions, afraid of
confrontation
Successful Negotiators: Italians
Have a sense of drama, do not hide
emotions
Good at reading facial expressions and
gestures
Want to make a good impression and use
flattery, but are distrusting
Handle confrontation with subtlety and tact
Managing Conflict Resolution
Instrumental oriented – in low-context culture
To address conflict directly and explicitly, and
conceptually separating the conflict from the person
doing the negotiation.
Often based on factual information and logical
analysis.
Expressive oriented – in high-context culture
Conflict is treated indirectly and implicitly.
Negotiators want to avoid confrontation because it is
viewed as insulting and can cause loss of face.
As an alternative, they rely on evasion and avoidance.
Low-context, High-context
Sources of Conflict
Low-context
High-context
Why
Analytic, linear logic
Synthetic, spiral
logic
When
Individualistic
oriented violations
Group oriented
violations
What
Revealment,
confrontational
Concealment,
nonconfrontational
How
Explicit, open,
direct
Implicit, ambiguous,
indirect
The Influence of Culture on
Decision Making
Individualism vs. collectivism
Objective vs. subjective approach
Risk tolerance
Comfort with unfamiliar solutions
Approaches to Decision Making
Utilitarianism vs. moral idealism
Autocratic vs. participative leadership
Speed of decision making
Alcatel and Lucent
Case Study
History
2001
Lucent management wanted the merger to be
“merger of equals”, and had concerns that Alcatel
management did not share their vision in that aspect.
2006
Mr. Tchuruk had agreed in April 2006 to pay 10.6
billion euro ($13.5 billion then) for Lucent
At that time, the company had combined sales of $25
billion
The series of quarterly losses ($7 billion loss since the
merger)
Culture Diversity
US have a highly specific culture, where people
enjoy their privacy, and a private life of individuals
has little to do with their professional lives.
In France, on the other hand, people are
concerned wit h ‘keeping their face’, trying to
display positiv e image in every aspect of their
lives, therefore it is a diffuse culture.
The stark difference in diffuse vs. specific cultural
dimension between US and France may cause
misunderst andings, or even conflicts at Alcatel Lucent
Strategy
French chairm an w ho lived in US Philippe
Camus and Ben Verwaayen, a Dutch in the
position of CEO.
The success of t his strategy was granted by
the fact that Philippe Camus was closely
familiar with both cultures, French and U S, and
Ben Verwaayen, being Dutch had a ‘neut ral ’
national city in the company
Result: revenues of 15.2 billion Euros for
2009, and company currently operating in more
than 130 countries worldwide
Conclusions
Types of companies cross-cultural issues
should be approached strategically by
organising classes, events and activities
that are aimed at increasing the level of
cultural awareness of the workforce
Google
Case Study Google Country Experience
France, Germany, Japan
Google Business Model
Targeted Ads /
Adwords
Free Search
Monetizing
Content
Advertisers
Keyword
Auctions
/ Free
Web Surfers
Content
Owners /
Blogger
Problems
France
The government saw that the sponsored links are portray ed as trademark
counterfeiting.
Louis Vuitton, filed a law suit for tradermark infringement stating that hang
bag producers could pay to ensure that their ads would pop up when someone
googled for Louis Vuitton.
Germany
They sued Google for using "Gmail" because it was registered as a tradermark
so they lost that case and had to change the name to Google Mail, and spent $
167 million on "Theseus" to top Google. German government felt threatened
by losing the technological edge in both long run and short run.
Japan
Japan sued Google for censorship and the government wanted to have their
own searchengine hat would obtain back some of the domestic market share
and advertising revenue that large search firm were getting
Google’s Strategies
Google expands to emerging economies and
undertake competition from the local search
engines. So, local government made their own
search engines and try to control on things by our
own.
China, being one of the highest and fastest growing
internet populations and has an attractive and
important market for all search companies.
Google need to learn about the country and
understand and respect their rules.
Google Should also localize and adapt to one
country's culture.
eBAY IN JAPAN: STRATEGIC
AND CULTURAL MISSTEPS
eBAY In Japan
1996 – up to now
Pierre Omidyar
NOTE BACKGROUND
1997 341.000 registered users
1998 2,1 million registered users and 138
employees
2000 launched 53 regional sites, covering around
50 of the largest metropolitan areas in the
US.
2002 acquired PayPal for $1,5 billion.
2006 Strategic partnership with
eBAY INTERNATIONAL
VENTURES
January 2001
Internet Auction Co. Ltd (Korea)
May 2001
October 2001
2002 Neocom Technology Co. Ltd (Taiwan)
EachNet Inc. (China)
August 2004 Bazee.com Inc. (India)
June 2005
2007 GittiGidiyor.com (Turkish)
iBazar S.A. (France)
MercadoLibre.com (Latin American)
Kijiji acquired Opusforum.com (German)
YAHOO’S REACTION
YAHOO LAUNCHED ITS AUCTION SITE IN SEPTEMBER
1999, JUST 5 MONTHS BEFORE eBAY
YAHOO ALREADY ATTRACTED SEVERAL BIG SELLER AND
WITH THEM BUYER TO POPULATE THEIR SITE
YAHOO CREATED A CREATE THE INTEGRATION PLATFORM
YAHOO SPEND AROUND 8% OF ITS ANNUAL REVENUES
IN THE COUNTRY ON PROMOTIONS
eBAY IN JAPAN
FEBRUARI 2000
JOINT VENTURE
70%
30%
CEO OF eBAY JAPAN – MERLE OKAWARA
CULTURAL MISUNDERSTANDING
AND ISSUES
eBAY MADE LITTLE EFFORT TO SATISFY THE CULTURAL
ATMOSPHERE OF JAPAN
JAPANESE REFUSE TO BUY SECOND HAND PRODUCT –
self-image affected their willingness to buy products
online.
ELECTRONIC PAYMENT IS CONSIDERED AS
UNSECURE – eBAY tried to force Japanese
consumers to fit the company’s American centric
service model, rather than modifying the company’s
service model to meet local market needs.
Ebay made grandiose announcements about their
entry into the Japanese market, well before they had a
localised product ready to launch in Japan.
ISSUE ABOUT COMMISSION FEE – 4.000 item listed
vs 2.000.000 item listed
CONCLUSION
ACQUISITION OF LEADERS
KNOW YOUR COMPETITION
FULLY MARKET RESEARCH
TRUSTWORTHY IMAGE
COMMUNICATE SERVICE
PERSUADING DIFFERENT LEVEL OF CONSUMERS
FULLY LOCALISED PRODUCT
FORMULATING STRATEGY
Reasons For Going International
To remain competitive, these companies want
to move fast to build strong positions in key
world markets with products tailored to the
common needs of customers in Europe, Latin,
America, and Asia.
Reactive Reasons
Trade Barriers
Regulations and Restrictions
Customer Demands
Proactive Reasons
Economies of Scale
Growth Opportunities
Resource Access and Cost Savings
Strategic management
process
Environmental assessment
Political instability
Currency instability
Nationalism
International Competition
Environmental Scanning
Institutional effects on internal
competition
The attractiveness of overseas market
Entry barriers and industry attractiveness
Antidumping
Competitiveness of Indian IT/BPO firms
Global Environmental Scanning and Strategic DecisionMaking Process
Competitive Analysis >> SWOT Analysis
Strategic Decision-Making Models
>>Industry based model
Global and International Strategic
Alternatives
International Entry Strategies:
Advantages and Critical Success Factors
(1)
International Entry Strategies:
Advantages and Critical Success Factors
(2)
nce YouTube launched in 14 February 2005, and was acquired by Google in 2006
San Bruno,
California
Chad Hurley, Steve Chan,and Jawed Karim
Independent (2005-2006), Google (2006-sekarang)
India, 7 May 2008
Negara
ke 20
Global Partnership
• BBC
• CBS
• NBA
• Sony Music Group
• The Sundance Channel
• Universal Music Group
• Warner Music Group
• etc
Top 15
Local Partnership
• Eros Entertainment
• The International Indian Film Academy
• India TV
• Krishcricket
• Ministry of Tourism
• NDTV
• Rajshri Films
• UTV
• Zoom TV
• etc
SWOT ANALYSIS YOUTUBE
STRENGHT
- Brand Image
- Technology perlindungan terhadap hak cipta pada konten
- Pengguna YouTube yang cukup besar
- Memeiliki kerjasama dengan beberapa konten global maupun
lokal
- Akses konten kebelbagai media sosial lainnya
WEAKNESS
- Terlalu mudah upload video dengan bebas
- Tidak dapat mengakses konten yang berasal dari Negara
lain
OPPORTUNITY
- Kebijakan Pemerintah Negara India yang membatasi konten bebas
dari luar.
- India merupakan Negara yang memiliki jumlah pendudukan cukup
besar
- Kebudayaan dan kesenian daerah local yang begitu kuat
THREAT
- Adanya competitor domestic sejenis
- Pemblokiran
Case Questions
Asses YouTube’s growth through alliances and Partnership ?
Asses the company’s localizing strategy. Do You recommended that
YouTube “localize” when entering other countries?
What are the problems YouTube is experiencing in India
TERIMA KASIH
MANAGEMENT
Disusun Oleh:
Azri (122121014)
Garra Chady Prastowo (122121142)
Gyda Chandra R (122121043)
Florida Tiur Ronauli V.L (122120156)
Richy Wijaya Wahab (122121101)
Syilvta Nastassia Syahputri (122121120)
Willy Tandauli (122120133)
Komunikasi Lintas Budaya
Chapter 4
Pembahasan
Definisi Komunikasi Lintas Budaya
Hambatan Komunikasi Lintas Budaya
Karakteristik Komunikasi Lintas Budaya
Alasan mempelajari Komunikasi Lintas
Budaya
Definisi Komunikasi Lintas
Budaya
Komunikasi antar budaya terjadi apabila
sebuah pesan dimengerti dan dihasilkan oleh
anggota dari budaya tertentu untuk konsumsi
anggota dari budaya yang lain
proses komunikasi antar budaya
merupakan interaksi antarpribadi dan
komunikasi antarpribadi yang dilakukan
oleh beberapa orang yang memiliki latar
belakang kebudayaan yang berbeda
Hambatan Komunikasi Antar
Budaya
segala sesuatu yang menjadi penghalang
untuk terjadinya komunikasi yang efektif
Contoh : Amerika Serikat anggukan kepala
mempunyai arti bahwa orang tersebut
mengerti sedangkan di Jepang anggukan
kepala tidak berarti seseorang setuju
melainkan hanya berarti bahwa orang
tersebut mendengarkan
Jenis-Jenis Hambatan
Komunikasi Antar Budaya
Fisik (Physical)
Budaya (Cultural)
Persepsi (Perceptual)
Motivasi (Motivational)
Pengalaman (Experiantial)
Emosi (Emotional)
Bahasa (Linguistic)
Nonverbal
Kompetisi (Competition)
KARAKTERISTIK KOMUNIKASI LINTAS BUDAYA
Komunikasi dan bahasa
Pakaian dan penampilan
Makanan dan kebiasaan makan
Waktu dan kesadaran akan waktu
Penghargaan dan Pengakuan
Hubungan-Hubungan
Nilai dan Norma
Rasa Diri dan Ruang
Proses mental dan belajar
Kepercayaan dan sikap
ALASAN MEMPELAJARI KOMUNIKASI LINTAS BUDAYA
Budaya-budaya yang berbeda memiliki
sistem-sistem nilai yang berbeda dan
karenanya ikut menentukan tujuan hidup
yang berbeda, juga menentukan cara
berkomunikasi kita yang sangat dipengaruhi
oleh bahasa, aturan dan norma yang ada
pada masing-masing budaya.
Elizabeth Visits GPC’s French Subsidiary
Study Case
Chapter 4
History
Elizabeth Moreno works for Global Pharmaceutical
Company (GPC).
GPC headquartered in US but has subsidiaries
around the world.
France in particular have regular visits from GPC
execs and scientists.
Elizabeth sent to study a problem and train local
scientists and managers in latest GPC techniques.
Elizabeth only have a three hour HR training & no
French language knowledge.
French does business as very impersonal.
USA and France difference in Management.
What can Elizabeth Moreno do to establish a position of
power
in front
of French
managers
to help her
What can
Elizabeth
Moreno
do to establish
a position of
accomplish
herof
assignment
in five days?
power in front
French managers
to help her
accomplish her assignment in five days?
Research the French culture
o Globe project: French
Cultural variables in the communications
process
o Human orientation : LOW
o Power distance: HIGH
o Leadership style
Participative style : MIDDLE
The performance-oriented style (called “charismatic/valuebased”) : HIGH
English/French translator
Kinesis behaviors: Elizabeth should study their kinesis
behavior patterns and follow what they do.
“The French tend to regard authority as residing in the role and
not in the person. It is by the power of the position that a
French manager gets things done”.
French= high contact culture (speak their opinions loudly
and face-to-face with one another which show their authority).
Roles: “The French place more emphasis on the person who
can adapt to any situation by virtue of intellectual quality”.
Proxemics: In French= Authority is positioned in the middle of
his/her subordinates to gain control and be informed. She can
place herself in the middle.
What should Elizabeth know about
high-context vs low-context cultures in
Europe?
Low Context Culture
People are more direct; communication is more about
exchanging information, ideas and opinions which they did
not care much about nonverbal communication.
North Americans, Asians and Northern Europeans.
Distant style of body language.
Invasion of intimate space.
Decisions are based on facts rather then intuition.
Communicators are straightforward, concise and efficient
in telling what action is expected.
‣ High Context Culture
Tend to emphasis interpersonal relationship as they think that
developing trust is very important for business transaction.
Words might be not that important for and they would
combine verbal and nonverbal communication.
South Americans, Southern and Eastern Europeans,
Indonesians and Arabs
Prefer to stand close
Developing trust is important in business relations
Words are not as important as context
Cultural Types
What should Elizabeth include in her report and what should
be the manner in which it is communicated, so that the
future executives and scientist avoid communication pitfalls?
“Share” her experiences instead of criticize
French managers view their work as intellectual
challenge… require application of individual brainpower
Developing cultural sensitivity
• When acting as a sender a manager must make it a point to know the
receiver and to encode the message in a form that will most likely be
understood as intended. This requires awareness of his or her own cultural
baggage and how it affects the communication process.
‣
Careful Encoding
•
•
‣
In translating his or her intended meaning into symbols for cross cultural
communication the sender must use words, pictures or gestures that are
appropriate to the receiver’s frame of reference.
Language translation is only part of the encoding process; the message also
Proxemics
•
Deals with the influence of proximity and space on communication with both
personal space and office lay out.
Highlight the main issue that might be faced in
other country, plus some way to solve.
Main Issue:
Different
Expectation
s – of “ours
and theirs”
How can technical language differ
How canintechnical
differ
language
corporate language
communication?
from everyday
from everyday
language in corporate communication?
Technical language vs Everyday language
Technical language – written oral communication with specialized content
Jargon – when there is abbreviation and complex words of communication
that only a certain group can understand
Everyday language - language that is communicated and understood to the
average person
Assumptions – the communication is much more clear as it is an everyday
communication strategy that allows for the common person to understand
According to the case study, the French can more about a person being able
to adapt to any situation by virtue of his intellectual quality
Elizabeth seemed to have not been worried about communicating to the
French as she said that the main communication for business English
Corporate communication can consist of mainly technical to get to the point
of the communication, knowing that the people they are communicating with
have the knowledge necessary to understand what they are talking about.
• Get to the point
• Have more affective reports and meetings
Corporation and everyday language are included in their
communication
Not as effective when it comes down to corporate meetings
Not as effective in communicating through reports
Waste a lot of space of communicating
Technical language vs
Everyday language
•
To communicate specifically
Usually more general situation
•
Ex) Executive meeting for Ex) Company’s Annual General
Research Analysis and FinancialMeeting for all employees
Presentation
Examples of Technical language and business idioms;
1. (to) pull the plug
To put a stop to a project or initiative, usually because it’s not going well.
2. Yes man
An employee who always agrees with the boss or does whatever the boss
says
3. (to) face the music
To admit that there’s a problem; to deal with an unpleasant situation
realistically
Chapter 5:
Cross-cultural Negotiation
and Decision Making
Azri 122121014
Negotiation
The process of discussion by which two or
more parties aim for mutually acceptable
agreement
Stakeholders in Cross-cultural
Negotiation
The Negotiation Process
Stage One: Preparation
Develop profiles of counterparts
Find out likely demands, team composition,
and counterpart authority
Choose a negotiation site
Stage Two: Relationship
Building
Getting to know one’s contacts and building
mutual trust
Non task sounding
Use an intermediary
“I have come as a mediator…”
Stage Three: Exchanging Taskrelated
Information
Cultural differences remain an issue
Mexicans can be suspicious and indirect
The French enjoy debate and conflict
The Chinese ask many questions, but provide
ambiguous information in return
Stage Four: Persuasion
Dirty tricks are in the eye of the beholder
False information
Ambiguous authority
Uncomfortable rooms
Rudeness, threats
Calculated delays
Stage Five: Concessions and
Agreement
Russians and the Chinese start with
extreme positions
Swedes start with what they will accept
Starting with extremes may be most
effective
Comparison of Negotiation
Styles
Japanese
North
American
Latin
American
Hide emotions
Deal
impersonally
Emotionally
passionate
Subtle power
plays
Litigation, not
Conciliation
Great power
plays
Step-by-step
Approach
Methodical
organization
Impulsive,
spontaneous
Group good is
aim
Profit is aim
Group/individual good
is aim
Successful Negotiators:
Americans
Know when to compromise, but stand firm at
Beginning
Refuse to make concessions beforehand
Keep cards close to chest, but make other party
reveal his/her position
Keep maximum options open, operate in good
faith
Successful Negotiators:
Indians
Look for and say the truth, not afraid to
speak up
Exercise self-control
Respect other party, look for solutions
acceptable to all parties
Will change their minds, even at risk of
seeming inconsistent and unpredictable
Successful Negotiators: Arabs
Protect honor, self-respect, dignity and,
thus, are trusted and respected
Avoid direct confrontation
Come up with creative, honorable solutions
Are impartial and can resist pressure
Successful Negotiators: Swedes
Quiet, thoughtful, polite, straightforward
Overcautious, but flexible
Slow to react to new proposals, but eager to
be productive and efficient
Able to hide emotions, afraid of
confrontation
Successful Negotiators: Italians
Have a sense of drama, do not hide
emotions
Good at reading facial expressions and
gestures
Want to make a good impression and use
flattery, but are distrusting
Handle confrontation with subtlety and tact
Managing Conflict Resolution
Instrumental oriented – in low-context culture
To address conflict directly and explicitly, and
conceptually separating the conflict from the person
doing the negotiation.
Often based on factual information and logical
analysis.
Expressive oriented – in high-context culture
Conflict is treated indirectly and implicitly.
Negotiators want to avoid confrontation because it is
viewed as insulting and can cause loss of face.
As an alternative, they rely on evasion and avoidance.
Low-context, High-context
Sources of Conflict
Low-context
High-context
Why
Analytic, linear logic
Synthetic, spiral
logic
When
Individualistic
oriented violations
Group oriented
violations
What
Revealment,
confrontational
Concealment,
nonconfrontational
How
Explicit, open,
direct
Implicit, ambiguous,
indirect
The Influence of Culture on
Decision Making
Individualism vs. collectivism
Objective vs. subjective approach
Risk tolerance
Comfort with unfamiliar solutions
Approaches to Decision Making
Utilitarianism vs. moral idealism
Autocratic vs. participative leadership
Speed of decision making
Alcatel and Lucent
Case Study
History
2001
Lucent management wanted the merger to be
“merger of equals”, and had concerns that Alcatel
management did not share their vision in that aspect.
2006
Mr. Tchuruk had agreed in April 2006 to pay 10.6
billion euro ($13.5 billion then) for Lucent
At that time, the company had combined sales of $25
billion
The series of quarterly losses ($7 billion loss since the
merger)
Culture Diversity
US have a highly specific culture, where people
enjoy their privacy, and a private life of individuals
has little to do with their professional lives.
In France, on the other hand, people are
concerned wit h ‘keeping their face’, trying to
display positiv e image in every aspect of their
lives, therefore it is a diffuse culture.
The stark difference in diffuse vs. specific cultural
dimension between US and France may cause
misunderst andings, or even conflicts at Alcatel Lucent
Strategy
French chairm an w ho lived in US Philippe
Camus and Ben Verwaayen, a Dutch in the
position of CEO.
The success of t his strategy was granted by
the fact that Philippe Camus was closely
familiar with both cultures, French and U S, and
Ben Verwaayen, being Dutch had a ‘neut ral ’
national city in the company
Result: revenues of 15.2 billion Euros for
2009, and company currently operating in more
than 130 countries worldwide
Conclusions
Types of companies cross-cultural issues
should be approached strategically by
organising classes, events and activities
that are aimed at increasing the level of
cultural awareness of the workforce
Case Study Google Country Experience
France, Germany, Japan
Google Business Model
Targeted Ads /
Adwords
Free Search
Monetizing
Content
Advertisers
Keyword
Auctions
/ Free
Web Surfers
Content
Owners /
Blogger
Problems
France
The government saw that the sponsored links are portray ed as trademark
counterfeiting.
Louis Vuitton, filed a law suit for tradermark infringement stating that hang
bag producers could pay to ensure that their ads would pop up when someone
googled for Louis Vuitton.
Germany
They sued Google for using "Gmail" because it was registered as a tradermark
so they lost that case and had to change the name to Google Mail, and spent $
167 million on "Theseus" to top Google. German government felt threatened
by losing the technological edge in both long run and short run.
Japan
Japan sued Google for censorship and the government wanted to have their
own searchengine hat would obtain back some of the domestic market share
and advertising revenue that large search firm were getting
Google’s Strategies
Google expands to emerging economies and
undertake competition from the local search
engines. So, local government made their own
search engines and try to control on things by our
own.
China, being one of the highest and fastest growing
internet populations and has an attractive and
important market for all search companies.
Google need to learn about the country and
understand and respect their rules.
Google Should also localize and adapt to one
country's culture.
eBAY IN JAPAN: STRATEGIC
AND CULTURAL MISSTEPS
eBAY In Japan
1996 – up to now
Pierre Omidyar
NOTE BACKGROUND
1997 341.000 registered users
1998 2,1 million registered users and 138
employees
2000 launched 53 regional sites, covering around
50 of the largest metropolitan areas in the
US.
2002 acquired PayPal for $1,5 billion.
2006 Strategic partnership with
eBAY INTERNATIONAL
VENTURES
January 2001
Internet Auction Co. Ltd (Korea)
May 2001
October 2001
2002 Neocom Technology Co. Ltd (Taiwan)
EachNet Inc. (China)
August 2004 Bazee.com Inc. (India)
June 2005
2007 GittiGidiyor.com (Turkish)
iBazar S.A. (France)
MercadoLibre.com (Latin American)
Kijiji acquired Opusforum.com (German)
YAHOO’S REACTION
YAHOO LAUNCHED ITS AUCTION SITE IN SEPTEMBER
1999, JUST 5 MONTHS BEFORE eBAY
YAHOO ALREADY ATTRACTED SEVERAL BIG SELLER AND
WITH THEM BUYER TO POPULATE THEIR SITE
YAHOO CREATED A CREATE THE INTEGRATION PLATFORM
YAHOO SPEND AROUND 8% OF ITS ANNUAL REVENUES
IN THE COUNTRY ON PROMOTIONS
eBAY IN JAPAN
FEBRUARI 2000
JOINT VENTURE
70%
30%
CEO OF eBAY JAPAN – MERLE OKAWARA
CULTURAL MISUNDERSTANDING
AND ISSUES
eBAY MADE LITTLE EFFORT TO SATISFY THE CULTURAL
ATMOSPHERE OF JAPAN
JAPANESE REFUSE TO BUY SECOND HAND PRODUCT –
self-image affected their willingness to buy products
online.
ELECTRONIC PAYMENT IS CONSIDERED AS
UNSECURE – eBAY tried to force Japanese
consumers to fit the company’s American centric
service model, rather than modifying the company’s
service model to meet local market needs.
Ebay made grandiose announcements about their
entry into the Japanese market, well before they had a
localised product ready to launch in Japan.
ISSUE ABOUT COMMISSION FEE – 4.000 item listed
vs 2.000.000 item listed
CONCLUSION
ACQUISITION OF LEADERS
KNOW YOUR COMPETITION
FULLY MARKET RESEARCH
TRUSTWORTHY IMAGE
COMMUNICATE SERVICE
PERSUADING DIFFERENT LEVEL OF CONSUMERS
FULLY LOCALISED PRODUCT
FORMULATING STRATEGY
Reasons For Going International
To remain competitive, these companies want
to move fast to build strong positions in key
world markets with products tailored to the
common needs of customers in Europe, Latin,
America, and Asia.
Reactive Reasons
Trade Barriers
Regulations and Restrictions
Customer Demands
Proactive Reasons
Economies of Scale
Growth Opportunities
Resource Access and Cost Savings
Strategic management
process
Environmental assessment
Political instability
Currency instability
Nationalism
International Competition
Environmental Scanning
Institutional effects on internal
competition
The attractiveness of overseas market
Entry barriers and industry attractiveness
Antidumping
Competitiveness of Indian IT/BPO firms
Global Environmental Scanning and Strategic DecisionMaking Process
Competitive Analysis >> SWOT Analysis
Strategic Decision-Making Models
>>Industry based model
Global and International Strategic
Alternatives
International Entry Strategies:
Advantages and Critical Success Factors
(1)
International Entry Strategies:
Advantages and Critical Success Factors
(2)
nce YouTube launched in 14 February 2005, and was acquired by Google in 2006
San Bruno,
California
Chad Hurley, Steve Chan,and Jawed Karim
Independent (2005-2006), Google (2006-sekarang)
India, 7 May 2008
Negara
ke 20
Global Partnership
• BBC
• CBS
• NBA
• Sony Music Group
• The Sundance Channel
• Universal Music Group
• Warner Music Group
• etc
Top 15
Local Partnership
• Eros Entertainment
• The International Indian Film Academy
• India TV
• Krishcricket
• Ministry of Tourism
• NDTV
• Rajshri Films
• UTV
• Zoom TV
• etc
SWOT ANALYSIS YOUTUBE
STRENGHT
- Brand Image
- Technology perlindungan terhadap hak cipta pada konten
- Pengguna YouTube yang cukup besar
- Memeiliki kerjasama dengan beberapa konten global maupun
lokal
- Akses konten kebelbagai media sosial lainnya
WEAKNESS
- Terlalu mudah upload video dengan bebas
- Tidak dapat mengakses konten yang berasal dari Negara
lain
OPPORTUNITY
- Kebijakan Pemerintah Negara India yang membatasi konten bebas
dari luar.
- India merupakan Negara yang memiliki jumlah pendudukan cukup
besar
- Kebudayaan dan kesenian daerah local yang begitu kuat
THREAT
- Adanya competitor domestic sejenis
- Pemblokiran
Case Questions
Asses YouTube’s growth through alliances and Partnership ?
Asses the company’s localizing strategy. Do You recommended that
YouTube “localize” when entering other countries?
What are the problems YouTube is experiencing in India
TERIMA KASIH