Geert Hofstede Cultural Dimensions France Japan

Analysis of Hofstede’s cultural dimensions between Japan and France | JAPAN | FRANCE | Individualism | 46 | 71 | Power distance Index | 54 | 68 | Uncertainty avoidance index | 92 | 86 | Masculinity | 95 | 43 | Long term orientation | 80 | 39 | Figure 1: Geert Hofstede’s five dimensions of Japan Figure 1: Geert Hofstede’s five dimensions of Japan Figure 2: Geert Hofstede’s five dimensions of france Figure 2: Geert Hofstede’s five dimensions of france Individualism

Meanings and Dimensions of Culture © The McGraw−Hill Companies, 2005 PART TWO THE ROLE OF CULTURE Hodgetts−Luthans−Doh: International Management, Sixth Edition II. The Role of Culture 4. The Meanings and Dimensions of Culture © The McGraw−Hill Companies, 2005 Chapter 4 THE MEANINGS AND DIMENSIONS OF CULTURE A major challenge of doing business internationally is to adapt effectively to different cultures. Such adaptation requires an understanding of cultural diversity, perceptions

hype leads the younger generation to be equipped with more and earlier (Study: American youth spend 7.5 hours per day using electronics, 2010) The company has to adapt its products to young people. Aging population (Apple iPad the elderly in Japan and the U.S. popular _Apple iPad,2010) Elecdyne must invent products easy to use The importance of the service sector (Toyo, M, 2010) The internet access will be improved. Wifi in the schools, pubs, public places... A changing marketplace through

have a fundamental function on the customer behaviour. With the economic globalization, we could trust that there is now a global culture like Levitt (1989) said but a lot of writers like Nkosinathi (2002) argue that there is always maintenance of cultural differences because the world doesn’t share the same standards, practices and social values. Armstrong & Kotler (2006) interpret culture as “The set of basic values, perceptions, wants, and behaviours learned by a member of society from family and

Culture and Marketing Report Table of Content Table of Content 2 1.Introduction: 3 1.1 The tools to identify the cultural differences: 4 2. Consumer Behaviour 8 3. How does culture influence advertising? 17 3.1 Language 18 3.2 Religion 18 3.3 Cultural Influence analysed through Hofstede's dimensions 19 3.4 Culture Influence through Trompenaars dimensions 21 4. Global Branding 22 4.1 Global branding 25 4.2 Product Mix 26 4.3 Attachment of global brand to their countries

What is Corporate Culture? 4 B- Components of the Corporate Culture 5 C- Study case of the values and national cultures in France 8 D- Issues of the Corporate Culture 10 1) Why Corporate Culture is so important? 10 2) Corporate Culture: a good

University Here, Renault after an experience with a European partner (Volvo) and an American one (AMerican Cars) was looking for a partner in Asia. As the Japanese market was weak back in 1998/9 (Strom. 1998) Renault had chosen Nissan for its presence in Japan and in North America. Nissan is well implanted in those two areas with 5% of market share on the U.S market (NYTimes.2000) and is Japan’s second largest auto marker (Strom.1999). Therefore we can say this alliance is, for Renault, a wonderful way to

universal benchmark for a “society” is prone to run into a conflict with societies that are not within its cultural affinity On Huntington (continued) • No single East/West cultural spectrum • State and cultural fault-lines: the case of the Ukraine • A civilisation-based world emerging • “The clash of civilisations argument”: resurrection of the argument after 9/11 • Expanding and contracting cultural spheres: the demographic argument – Q: where does the global youth come from? A: Homebases of the

culture de l’autre ? 10 1.2.2. Qu’est ce que la culture ? 11 1.2.3.1. Définition 11 1.2.3.2. Les différentes dimensions de la culture 12 1.2.3.3. La Matrice d’Hofstede 16 1.2. Etude comparative des pays et profil de la Chine selon la matrice Hofstede 20 Chapitre 2 : Les piliers fondamentaux de la culture chinoise 1. E 2.3. Introduction 24 2.4. Caractéristiques sociales

Belgium and the Netherlands jointly with the Zuyd University of Applied Sciences (Maastricht). The agenda consisted in visits to European and international institutions, to innovative companies and organisations in the Euregio, packaged with some cultural discoveries in Brussels and Amsterdam. This was delivered end of June 2007 to a group of 16 US students who definitely enjoyed this exhausting yet rewarding programme! While assessing this event with our colleagues of Zuyd University the question