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• Classify of cultures: (high / low context)

  
   Low context cultures : rely on spoken and written language for meaning. These
  are cultures where people tend to have many connections but of short duration or
  for some specific reason.
   High context cultures : are those cultures where people have close connections
  over a long period of time.

• Confucian dynamism : (universalistic / particularistic)

  
  assess cultures on the degree they are universalistic or
  particularistic. Universalistic cultures believe that what is true and good can be
  determined and defined and can be applied everywhere. Particularistic cultures evolve
  where ‘unique circumstances and relationships are more important considerations in
  determining what is right and good rather than abstract rules.

• primary functions of an international marketing researcher :

  
  1. Scanning international markets to identify and analyse the opportunities
  2. Building marketing information systems to monitor environmental trends
  3. Carrying out primary marketing research studies for input into the development of
  marketing strategies and to test the feasibility of the possible marketing mix
  options, both in foreign markets and across a range of international markets.

• Opportunity identification and analysis international marketing

  
   Scanning international markets (accessibility, profitability, market size)
   Demand patterns analysis – countries at different levels of economic
  development have different patterns of demand and consumption
   Multiple factor indices – demand for a product correlates to demand for other
  products
   Analogy estimation – based diffusion of innovation theory
   Macro survey technique – as community grows/develops, more specialized
  intuitions become into being
   Risk evaluation (political, commercial, industrial, financial) – figure 4.2
  • Knaepen package (assessing credit risk)
  • Business Enhancement Risk Index (BERI) – risk forecasts

• The McKinsey 7S framework

  
   Style software, affected by cultural differences
   Skills software, affected by cultural differences
  
   Staff software, affected by cultural differences
   Systems hardware a of successful management
   Structure hardware a of successful management
   Strategy hardware a of successful management
   Shared Values software, affected by cultural differences

• 11C model to consider the selection process of an intermediary

  
   Customer characteristics
   Culture
   Competition
   Company objectives
   Character of the market
   Cost
   Capital required
   Coverage needed
   Control issues
   Continuity provided
   Communication effectiveness

• The international competitive posture matrix

  
  geographic covered – strong product) : Kings : strong competitive position
  (geographic uncovered – strong product) : Barons : geographic expansion attractive
  (geographic covered – weak product) : Adventures : focusing on their product
  (geographic uncovered – weak product) : Commoners : before expanding, product

• Building a global strategy

  
  Respond to changing basis of competitive advantage
  Increase global appeal by building global brand
  Developing sustainable strategies
  Creating global presence by achieving global reach (M&A)
  Managing diverse and complex activities accross range of
  markets and cultures

• Organization structure for transnational firms

  
  Matrix structure preferred
  Control
  Return on Marketing investment
  Planning systems and processes
  Building skills

• Foreign manufacturing withoutdirect investment reasons

  
  o Product
  
  o Services
  o Transporting and warehousing
  o Tariff barriers/quotas
  o Government regulations
  o Market
  o Government contracts
  o Information
  o International culture
  o Delivery
  o Labour costs