Focuses on the importance of successful competitive positioning in the European consumer market. Presents a model for establishing a competitive position in the minds of consumers. Proposes that the model presented will help marketing executives achieve a better competition position in the European market by the successful use of components and elements which it has identified.
PurposeThe purpose of this paper is to explore the issue of crisis management within the Toyota Corporation's series of worldwide recalls for multiple malfunctions on a number of different Toyota brands of vehicles. The analysis relates to the difficulty now faced by Toyota, previously recognized as the world's leading manufacturer of automotive vehicles. The crisis became so great that Toyota corporate leaders even traveled from Japan to testify before a US Congressional Committee hearing.Design/methodology/approachA crisis, typically considered to be a negative issue, can be a positive event in the life of a business firm, such as Toyota, if the management involved seizes the opportunity to make appropriate changes in its operations to facilitate continuing positive growth and development. However, this opportunity was not initially addressed by Toyota in a meaningful way, and the crisis continued to evolve through subsequent stages, bringing a vast array of negative international criticism. The crisis management paradigm that is the focus for this case identifies four stages of a crisis – the preliminary (pre‐) crisis, acute crisis, chronic crisis, and crisis resolution. The present crisis deals with several different malfunctions that were identified, apparently by customers, in various Toyota brands, but publically ignored by Toyota's management. Therefore, the pre‐crisis stage was not appropriately dealt with by Toyota, and the firm was thrust into an acute crisis that has now evolved into a chronic crisis. A brief overview of the historical development of Toyota is presented, and an analysis of the present crisis situation in which the firm found itself is presented in some detail.FindingsIt was concluded that Toyota is now in a very difficult position in the chronic crisis stage due to the failure of its management to facilitate a timely response to the malfunctions of its vehicles.Originality/valueThe paper presents an excellent example of crisis mismanagement by a previously recognized world leader.
This article focuses on a paradigm of ten key steps for successful decision making in export marketing for the European business firm. These ten steps are: analyze market opportunity; assess product potential; establish market entry mode; make a firm commitment; allocate necessary resources; identify technical issues; develop strategic marketing plan; organize operational team; implement marketing strategy; and evaluate and control operations. Tables of basic what, who, and how questions help to guide the reader through the decision‐making process, leading to successful export marketing operations. The article provides a decision‐making paradigm that is useful to top‐level management personnel as well as export managers. This model has been developed by the authors based upon over 25 years of consulting work with European business firms.
Presents a longitudinal study examining the attitudes of consumers toward the products and associated marketing practices of England, France, Germany and the USA. Covers the period from 1975‐2000. Concludes that there is a significant difference in the attitudes of consumers with regard to the products and associated marketing practices of these European Union countries in comparison to the USA.
Business today is increasingly being impacted by international considerations. This international impact is felt in areas such as locating the various sources of raw materials, coordinating production schedules with plants around the globe, selecting marketing strategies to be employed in various cultures, determining which financial decisions need to be made in a world market, and also how to best utilize a workforce rich in diversity of talents, backgrounds, and communication styles. This paper addresses the last of these considerations: namely, how to effectively manage a diverse workforce. In particular, this work is directed toward helping managers to deal with conflict in the workplace, and to effectively manage that conflict across cultural boundaries. A case situation involving a multinational bank with a diverse workforce is presented. The nature of conflict is discussed, and contributors to conflict explored. A variety of conflict management techniques is reviewed and discussed. Finally, a proposed nine‐step model for managing conflict is presented. The proposed model is then applied to the case situation to illustrate its practical applicability to business today.
Great numbers of small European and US firms are trying to penetrate foreign markets. Misunderstood requirements and poorly investigated information typically cause missed opportunities and failures. Without the ability to recognize and utilize competitive information in a timely manner, the small firm cannot succeed in the foreign market. Small firms that are preparing for and meeting international opportunities could benefit from the utilization of the foundation‐building strategies proposed in this paper. Small firms can use these strategies for information gathering and analysis in international and domestic business environments. The authors of this paper recommend 11 interrelated sets of processes or "foundation‐building strategies" which provide the necessary framework for readying the small firm for successful entry into the foreign marketplace. These sets of processes or "foundation‐building strategies" comprise the 11 most important planning steps for small business success in foreign markets. Small businesses must know the right questions to ask and must analyze the findings carefully in order to enter and operate successfully in foreign markets.
Management teambuilding within a multinational enterprise is greatly enhanced if the interactive style reflected by each person is considered. The blend of behavioral styles can affect the collective achievements of the entire management team, as well as the accomplishments of each member of the team. In this context, behavioral style is a pervasive and enduring set of interpersonal characteristics focussing on how one acts ‐ on what one says and does. As noted in this article, there are four behavioral styles ‐ Relater, Analyzer, Director, Socializer ‐ no one of which is necessarily better or worse than any other. Effective management leadership teams are made up of and value individuals who reflect each of the four styles. In fact, it can be stated that the most productive leadership team in the multinational firm will usually have a balance of individuals who reflect each behavioral style. The functional dynamics of the team are thereby affected by the styles of its members; and, of course, each of the styles has strengths as well as characteristic weaknesses. Each of the behavioral styles also has a typical back‐up style that is the mode of behavior shifted into at the time individuals experience high levels of stress. The concept of behavioral style and a consideration of its elements are useful in helping to understand oneself and the interpersonal behaviors of others. However, it is not enough just to understand one's behavior or the behavior of others in the multinational management team; one should also seek to adapt the skills of style flex than can enable the parties to function in a comfort zone congruent with the situation. Style flex thereby provides a way of interacting and communicating within another person's comfort zone without losing one's integrity or naturalness of expression. In short, style flex is a key to interacting effectively in the multinational enterprise.
Presents a longitudinal study examining the attitudes of consumers towards the products and associated marketing practices of selected European countries versus the USA. Covers the period from 1975‐95, focusing on Germany, the UK and France. Concludes, in particular, that there is a significant difference in the attitudes of consumers with regard to the products and associate marketing practices of these European countries in comparison to the USA.
PurposeThe purpose of this treatise is to present an analysis of the importance of positive transformational crisis management. The analysis relates to the difficulty now being faced by Nokia, historically the world's leading manufacturer of technologically advanced mobile phones, of Apple's innovative combination of its iTunes, iPhone, and applications that deliver internet content to the iPhone.Design/methodology/approachA crisis, typically considered to be a negative issue, can be a positive transformational event in the life of a business firm when that firm recognizes a crisis and makes appropriate changes in its operations to facilitate positive growth and development. However, the initial stage of a crisis must be recognized and appropriately responded to. The crisis management paradigm that is the foundation for this case analysis focuses on four stages of a crisis: the preliminary crisis, acute crisis, chronic crisis, and crisis resolution. The case deals with the innovations of Apple that have enabled the firm to become a direct competitor to Nokia in the smart phone market. The preliminary crisis stage was not appropriately recognized by Nokia, and the firm was thrust into an acute crisis that has now evolved into a chronic crisis. A brief overview is presented of the historical development of both Nokia and Apple, and an analysis of the present crisis situation in which Nokia now finds itself is presented in some detail.FindingsIt was concluded that Nokia is now in a very difficult position regarding Apple due to its failure to engage in a timely transformational response to the competitive innovations of Apple.Originality/valueThis is an excellent example of failure in positive transformational crisis management.
PurposeThe purpose of this paper is to present a consumer‐oriented model of the market offering (marketing mix) whereby business practitioners, as well as academic scholars and students, can better understand the parallel‐based logic of how the four elements of a market offering are closely related and interdependent at the initial stage of market entry.Design/methodology/approachA consumer research study is conducted to identify the key factors that influence consumer buying decisions of particular products in Europe and North America. The five key factors identified are: importance of the product, time and effort to be spent in buying, technical complexity of the product, need for services in the buying process, and rate of product change. In addition, a thorough analysis of the marketing mixes used for numerous major categories of products is conducted. Based upon this research study and product category analysis, a consumer‐oriented model is developed. This model can then be used in establishing the initial market offering and subsequent competitive differentiation.FindingsA basic foundation exists regarding the parallel relationship between and among the four elements of a firm's market offering – product, terms of sale, distribution, and communication – and why a change in any one of the elements generates a logical change in the other three.Practical implicationsThe paper has used this model both in business consulting practices, and as an academic‐based learning tool.Originality/valueThe paper focuses on this interdependent relationship and the normal "fit" between and among the four elements of a successful initial market offering (marketing mix).
PurposeThe basis of global business operations in the twenty‐first century is knowledge. The Hindu scriptural reference, the Bhagavad Gita, interpreted as "Celestial Song" or "Song of God," is quickly becoming a critical resource in this relatively new paradigm. This paper aims to draw lessons from this.Design/methodology/approachThe Gita is a summary of the essence of Hindu teaching and wisdom. It is a philosophical foundation from which a deeper understanding of successful solutions to management leadership issues and business practices are emerging. The paper focuses on an analysis of the primary elements found in the Gita.FindingsThe Gita's essence of Yoga, Dharma, Dhyana, Samabhava, Nishkama Karma, and Tat‐Twam‐Asi provides the keys for influencing contemporary management thought and global business practices. Yoga is the gaining of mastery over the body and mind through self‐discipline. Dharma focuses on finding a higher calling or mission in life and a calling to fulfill one's purpose or duty. Dhyana encompasses the process of identifying a higher calling by becoming rooted in one's inner strengths and potential through meditation. Samabhava is the calling to interact with the external world in achieving one's duty with equanimity. Nishkama Karma refers to developing a detached involvement by doing one's duty objectively without worrying about the consequences. And Tat‐Twam‐Asi is the recognition of the interconnectedness of nature, the human, and the spiritual. It encourages managers to look at the big picture, a holistic view, for guidance with a realization that there can be no simultaneous winners and losers. When managers change their outlook, success is enhanced.Originality/valueThe paper offers valuable insights into the lessons that can be learned from the Hindu Bhagavad Gita.
PurposeSocioeconomic stress has been a major influence on organizational development during the past decade, and will continue for the foreseeable future. This treatise aims to focus on The Key and its importance for effective organizational development via leadership responses to communication challenges during the present era. It is a conceptual paper based on an actual case.Design/methodology/approachThe Key is a concept that refers to the thoughts and feelings (based on attitudes) that a leader reflects in communications and interactions with his/her universe, a universe that exists both internally within an organization as well as externally to it. The case focuses on communication challenges encountered by Judith Campbell, executive vice president of Creative Innovations, Ltd, and her interaction with Jonathan Bryant, president of Bryant and Associates, Ltd, an organizational development firm. Communication challenges that had arisen primarily due to socioeconomic stress, were seven in number: tendency to rely on only logical thinking; negative responses to external influences; lack of expectations for positive results; tendency toward reliance on sensory input; actions that ignore an inclusive perspective; failure to value and trust in change; and lack of commitment to interactive relations.FindingsFollowing Bryant's counsel, Campbell chose to address these communication challenges with a training seminar that focused on a paradigm of seven leadership responses related to The Key. These were: Paradoxical thinking; Controlled reflecting; Intentional focusing; Instinctive responding; Inclusive behaving; Purposeful trusting; and Relational being. The training program, as described herein, proved to be very enlightening to the participants and quite effective for the continued organizational development of the firm.Originality/valueThe paper reveals the results of a training program based on seven communication challenges the results of which can be used to aid in continued organizational development of a firm.
