Adapting to diverse customers: a training matrix for international marketers

Article Abstract:

Despite the importance and revenue potential of global markets, many companies still fail to train marketers to interact with diverse customers. Too often, international marketers are caught off guard in how to approach and respond to customers of different cultures. This lack of sensitivity can put companies at a competitive advantage. The purpose of this paper is to develop a conceptual framework and matrix that incorporate the role of intercultural communication in developing international buyer-seller relationships. The framework focuses on the predispositions and abilities that marketers bring to an intercultural selling encounter and the consequences of these abilities in developing buyer-seller relationships. Implications for developing interculturally adaptive training programs are discussed. (Reprinted by permission of the publisher.)

Models, Training, Intercultural communication, Marketing communications, Export marketing

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Japanese move the machine tool industry up a gear

Article Abstract:

The Japanese machine tools (MT) industry is shaking up the international MT industry due to the high levels of investment by the Japanese and their goal to achieve technical superiority over US and European firms. US MT firms pioneered foreign investment in the European MT industry, but a sharp decline in US investment led to the number of foreign owned businesses in the UK MT industry to drop by one-half due to divestments, management buy-outs, and sell-offs. The divestment policies implemented by US MT firms are indicative of their uncertain future. Japanese MT firms have increased their outward direct investment in Europe in anticipation of the imminent single European Market of 1992. The best means open for survival for European and North American MT firms is collaboration.

Japan, Tool industry, Corporations, Japanese

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Italian multinationals

Article Abstract:

A review of information gathered through the Acocella 1985 study of the Italian multinational companies (MNCs), based primarily on a survey of 317 Italian company affiliates, reveals data contradictory to the previous impression that Italian MNCs consist of several sizable state-owned companies. While Italy lags a decade behind the UK or Japan, with its fewer MNCs, it is catching up. The study indicates that Italian MNCs have focused on less developed countries, tend to be specialized by sector, and are small to medium sized. Large state-owned MNCs are inflexible and slow to enter developed countries; private MNCs are often joint ventures. Most Italian MNCs are market oriented.

Italy, International business enterprises, Multinational corporations, Business enterprises, International finance, Corporations, Italian

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