从跨文化交际学视角对比分析百思买在中国的运营

VIP免费

3.0 侯斌 2024-11-19 4 4 612.75KB 55 页 15积分

侵权投诉

ABSTRACT

With the fast expansion of economic globalization, there have been more and more

multinational corporations that set up subsidiaries overseas combining their advantages

of substantial finance, advanced technology, rich management and marketing

experience with advantages of resources and the potential market of the host country to

conduct production and international marketing. However, owing to cultural differences,

multinational corporations are constantly in face of some difficulties. It is widely

recognized that it is crucially important for a multinational corporation to develop an

adaptive corporate culture in the host country to achieve successful intercultural

management and international marketing.

With this in mind, this thesis takes Best Buy’s performance in China as a typical

case for analysis based on Hofstede’s theory of four cultural value dimensions. After

analyzing Best Buy’s business models in comparison with those of GOME and

SUNING, the author concludes that two major reasons lead to Best Buy’s stagnation in

China, namely, failure to establish an appropriate corporate culture in its subsidiary, and

barrier to effective intercultural communication between expatriates and local

employees. Two suggestions are thus put forward from the aspects of cultural synergy

and staff training.

It is believed that with sufficient knowledge of cultural differences, multinational

corporations can work out appropriate corporate culture to improve its marketing

situation and management in the host country for the maximum economic benefits.

Keywords: Intercultural Communication, Intercultural

Competence, Cultural Values, Cultural Synergy

iii

摘要

随着经济全球化不断扩张，越来越多的企业在全球不同区域设立其子公司，

将其自身所拥有的雄厚资金、先进技术、丰富的管理经验和营销经验等方面的优

势与东道国的资源、市场、文化等方面的优势进行有效的整合，从事跨国生产经

营活动。然而，由于文化的差异，这些企业在跨国营销的过程中却不断面临着种

种难题。因此，在东道国建立适合其子公司的企业文化，实现有效的跨文化管理

和国际营销，这对跨国公司来说至关重要。

本文以“百思买”在中国的运营作为一个典型案例,运用霍夫斯特的文化价值

观理论对其在华运营状况进行分析。通过将百思买与国内两大家电连锁巨头“国

美”和“苏宁”的商业模式进行对比，作者发现其在中国发展滞后的两个主要原

因是：1.尚未建立适合中国市场的企业文化；2.外籍管理者与中国雇员之间存在

跨文化沟通障碍。为此，作者提出应从文化整合和对员工进行培训两大方面进行

改善。

作者相信，随着对文化差异的进一步了解，跨国公司将制定出适合子公司的

企业文化，从而不断完善其在东道国的营销和管理，实现经济利益的最大化。

关键词：跨文化交际跨文化交际能力文化价值观文化整合

CONTENTS

Acknowledgements .......................................................................................................... i

ABSTRACT .....................................................................................................................ii

摘要 ............................................................................................................................... iii

Chapter One Introduction ............................................................................................. 1

§1.1 Background of the Study .......................................................................................1

§1.2 The Subject and the Purpose of the Thesis ........................................................... 1

§1.3 The Outline of this Thesis ..................................................................................... 2

Chapter Two Literature Review ....................................................................................4

§2.1 Notion of Culture .................................................................................................. 4

§2.1.1 Different Understandings of Culture .............................................................. 4

§2.1.2 Hofstede’s Four Cultural Value Dimensions ..................................................5

§2.1.3 High-context and Low-context Communication ............................................ 8

§2.2 The Study of Intercultural Communication .......................................................... 8

§2.2.1 History and Development of the Study of Intercultural Communication ...... 9

§2.2.2 The Development of the Study of Intercultural Communication in China .. 11

§2.2.3 Barriers to Intercultural Communication ......................................................12

§2.3 Intercultural Competence .................................................................................... 14

§2.3.1 Notion of Intercultural Competence ............................................................. 15

§2.3.2 Dimensions of Intercultural Competence ..................................................... 15

§2.3.3 Criteria of Intercultural Competence ............................................................18

Chapter Three Influence of Cultural Values on International Marketing: A Case

Study ...............................................................................................................................20

§3.1 Brief Introduction to Best Buy, GOME and SUNING ....................................... 20

§3.2 Influence of Cultural Values on Business Model ................................................22

§3.2.1 The Relationship between Corporate Culture and National Culture ............23

§3.2.2 Comparison of Business Models among Best Buy, GOME and SUNING ..24

§3.2.3 Barriers to Intercultural Communication between Foreign Managers and

Local Employees ..................................................................................................... 31

Chapter Four Solution to Best Buy’s Performance in Chinese Market .................. 34

§4.1 Improvement at Staff Level .................................................................................34

§4.1.1 Basic Guidelines to Improving Intercultural Communication ..................... 34

§4.1.2 Attending Intercultural Training Programs .................................................. 39

§4.2 Cultural Synergy Approach .................................................................................40

§4.2.1 Necessity of a New Corporate Culture ......................................................... 40

§4.2.2 Necessity of an Adaptive Management Model .............................................41

§4.2.3 Introduction of Cultural Synergy ..................................................................43

§4.2.4 Establishing Culture C as the Core Value of Multinational Corporations ... 44

Chapter Five Conclusion .............................................................................................. 47

Bibliography .................................................................................................................. 49

在校期间公开发表的论文 ............................................................................................ 52

Chapter One Introduction

§1.1 Background of the Study

With the rapid development of economic globalization, more and more

corporations find themselves involved in international market to continuously expand

their business in each corner of the world. People from diverse cultural backgrounds,

therefore, have more opportunities to work together in the same enterprise. Within

multinational corporations, employees with different cultural values are eager to achieve

successful intercultural communication and bring great benefits to their corporations.

Nevertheless, people from one cultural setting always expect their own culturally

determined patterns of behavior or rules to govern their interactions with others from

different cultures. Provided that these employees do not understand cultural differences

very well, misunderstandings or even cultural conflicts would be caused, which is a

potential bottleneck to effective management of the enterprise. What’s more, if

decision-makers of multinational corporations fail to analyze cultural differences in

detail, it is likely to bring about unexpected influences on the practice of marketing

strategies, and ultimately lead to the failure of international expansion.

For this reason, for all members in multinational corporations, workmen or

managers, it’s crucially important and necessary to try to learn about and make the most

out of cultural differences for better understandings with each other and appropriate

corporate decisions.

§1.2 The Subject and the Purpose of the Thesis

In international market, some of the multinational corporations may to some

degree suffer dilemma in such aspects as human resources management, sourcing

strategy and marketing strategy and this eventually affects its business objectives in the

host country. For this reason, this thesis conducts a research in light of cultural conflicts

which multinational corporations possibly encounter in the process of international

marketing. An analysis is made based on the research comparing the business operations

of Best Buy with those of GOME and SUNING. The findings of the research confirm

An Analysis of Best Buy’s International Marketing Strategy in China from the Perspective of

International Communication

the author’s hypothesis that their management and marketing patterns are more or less

the representations of their respective cultures. As to Best Buy’s marketing situation in

Chinese market, the company’s failure in dealing with cultural differences between

China and the United States is mainly responsible for its marketing dilemma. In order to

help Best Buy out of the rough situation in Chinese market, the author recommends

some feasible improvements. For its subsidiary corporate culture, the approach of

cultural synergy, which combines advantages of two different cultures, may be

beneficial; while necessary intercultural trainings such as intercultural awareness

training, behavior training, and cultural training could gradually enhance the staff’s

intercultural competence.

The study suggests that multinational corporations should attach great importance

to cultural difference management to reduce cultural conflicts in that all human

activities are culturally based. Just as Hall indicates, “there is not one aspect of human

life that is not touched and altered by cultures” (Hall, 1959:169).

§1.3 The Outline of this Thesis

This paper is composed of five chapters.

Chapter one serves as a general introduction to this thesis from the aspects of the

research background, the subject and the purpose.

Chapter two begins with the definitions of culture given by scholars both home and

abroad. Theoretical bases for this thesis are then proposed, including Hofstede’s four

cultural value dimensions, studies of intercultural communication, criteria of

intercultural competence and the like.

Chapter three moves from the theoretical to the practical by introducing different

business models employed by Best Buy and two domestic leading household appliance

chain retailers. A diagnostic analysis is made, leading to the conclusion that ignorance

of cultural value differences may place a bottleneck to effective management and

successful marketing.

Based on the analysis and discussion in Chapter three, Chapter four suggests that

an adaptive corporate culture should be developed in the subsidiaries of multinational

corporations and training programs be offered to their staffs to improve their

intercultural competence.

文档加载中……请稍候！
如果长时间未打开，您也可以点击刷新试试。

下载文档到电脑，查找使用更方便

15 积分 4人已下载

立即下载 VIP免费下载

摘要：

iiABSTRACTWiththefastexpansionofeconomicglobalization,therehavebeenmoreandmoremultinationalcorporationsthatsetupsubsidiariesoverseascombiningtheiradvantagesofsubstantialfinance,advancedtechnology,richmanagementandmarketingexperiencewithadvantagesofresourcesandthepotentialmarketofthehostcountrytocond...

展开>> 收起<<

从跨文化交际学视角对比分析百思买在中国的运营.pdf

共55页,预览6页

还剩页未读，继续阅读

从跨文化交际学视角对比分析百思买在中国的运营

相关推荐

开通VIP享超值会员特权

作者详情

相关内容

推荐作者

热门标签

举报选择: