INDIA, SPAIN, PORTUGAL

CHAPTER 10

INDIA

Location

Buddhism Started by Siddharta

Gautama Found enlightenment

under forest trees of the Himmalayas

Four Noble Truths: All of life is suffering; the cause of suffering is desire; the end of desire leads to the end of suffering; the means to end desire is a path of discipline and meditation

Jainism

Attained major status with prince Mahavira

Nearly 4 million followers Way to liberation is to live a life of

nonviolence and renunciation. Animals, plants , and human beings

have living souls and each of these souls has an equal value.

Strict Vegetarians.

Shikhism

Considered to be the youngest of the world religions

Founded by Guru Nanak around 500 years ago.

23 million followers.

http://www.youtube.com/watch?v=_jJMckAz0nQ

Zoroastrianism (Parsis) One of the oldest

religions in the world. From Persia (Iran) Most live in Mumbai. Believe existence of

one invisible god. Continuous war

between good forces and evil forces.

Zoroastrianism (Parsis) God is represented

in temples through fire, symbolizes light

Good will win if people do good deeds, thing positively and speak well

Festivals

http://www.youtube.com/watch?v=fNmBhP1LyHg

Indian Cuisine

Integral part of Indian culture Part of weddings, festivals, and day-to-

day living Multiple courses include chutneys, dips,

and desserts

Cell Phones Cell phones become

extremely popular 1900-2000’s

Fastest growing cell phone market

2006, overtook China in the number of new telephone subscribers per month

Call Centers English dedicated

as official language of southern India

Many U.S. corporations outsource customer service because of India’s skill with English

Attractive salaries for young people

Call Centers Work at night in

India when it is daytime in the U.S.

Dual Identity Employee turnover

is high Changed the culture

for young people, more western style

Call Center (Downside) Young people less

likely to follow religious functions

Percieved by peers to have limited education opportunities

Cricket Team sport of 11

players on two teams

Great deal of nationalistic fervor

Introduced to India by the British in 1721

THE SPANISH BULLFIGHT

Ritual of the corrida

PaseilloHierachical march, to the paso doble

CuadrillasBanderillerosPicadoresBanderillas Matador MuletaFinale

History

Minoan culture 2000 BCE Roman circus Moors

An example of the confluence of cultures on the Iberian peninsula

la corrida de toros

History Ritual Pride Individualism and Collectivism Emotionalism

Multiple Cuadrillas

Major waves and successions of people The Romans (200 BCE)

ChristianityInfrastructureCastilianHispania España

The Moors

700 year presence 4,000+ modern Spanish words

Agriculture○ Arroz (al ruzz)○ Aceite (al zait)○ Naranja (naranj)

IrrigationMathematicsMedicine

Moorish Architecture

Ritual of the bullfight Seizure of Granada in 1492

At times out of control (Spanish Inquisition) Religion is still incredibly important

90% Catholic, ½ the population attend mass Still strictly individualistic, with Spanish flair

Personal relationship with God Definite Moorish influence

si Dios quiereojalá

○ Wa sha’ allah

Roman influence - paganism

The drive toward collectivism Spurred by the many invasions Safety and security Strong societal bonds

Social programs Ultimate unit – family, friends, town or

regionWomen’s rolesMen’s roles

Sol y Sombra

Three ticket choices at la corridaSolSombraSol y Sombra

Geographic split

Foreign influences and geographic barriersGallego (Galician)Castellano (Castilian)Vasco (Basque)Catalán (Catalonian)

Flamenco

- Soul and emotion- Individual and collective identity- Every region has its own version

- But every one is still distinctly flamenco

Malagueñas – from Málaga

http://www.youtube.com/watch?v=oTXa6FFnPI0&feature=fvsr

Spanish Culture and Attitude Pride and Spanish individualism produces

a number of outcomes for Spanish culture“Because Spaniards refuse to subordinate

their personal beliefs to a collective goal, and because everyone has to have a say in everything, there is a tendency for nothing ever to get done.”

Gestor work is seen as a means to an end, not an

end to itself

negocios

Negocio – the Spanish term for business, translates as “the negation of leisure”

Children are brought up to enjoy leisure and travel – not to get jobs and be independent

PrideBeing fashionable (like the matadors)Individualistic, with a respect of hierarchy

○ paseillo

haciendo negocios Improvements since Franco

1986 joined EUWomen now make up half of university enrollment

Working hoursThe withering tradition of siesta

○ 9-1 & 3-8

Relationships Pride and individualism Patience for mañana

- Three important elements- Cara - Individualism- Uncertainty avoidance

- Two sided card (present to receptionist also)

- Multiple names- Patriarchal - Father’s first surname (usually on

its own)- Mother’s first surname

- Be on time- Respect hierarchy- Form relationships first!!!

- Meals and public spaces- Know your facts and demonstrate order- Be modest – do not be overly assertive

Long live the Matador!

PORTUGAL

Portugal

Demographics

Size: 92,090 sq km Nationality: Portuguese Language: Portuguese Population: 10,781,459

History

Portugal's History

Government

Government: Parliamentary DemocracyChief of State: President Anibal Cavaco

Silva

Head of government: Prime Minister Pedro Manuel Mamede Passos Coelho

Economy

Member of NATO and EU GDP fell again in 2011 Lack of foreign investment

Portuguese Bullfight

Portuguese Bull Fighting Cultural Characteristics:

Pride in TraditionsStratification Amid UnityArtistry and Human GoreProfitless Bravery

Pride in Traditions

Traditional attire Community and Church

97% are Catholic Role of People

MenWomenSociety as a whole

Stratification Amid Unity

Critical that the group is successful Importance of family

ClosenessLunch (family and work)Socializing with others

Artistry and Human Gore

ArtCeramics and tilesArchitecture

Bullfight as an art form Spanish vs. Portuguese bull fighting

Profitless Bravery

No profit Saving face

Conducting Business

Bribery is common Critical to develop relationships Detail oriented Importance of duplication Stubborn but persistent Globalization

References

https://www.cia.gov/library/publications/the-world-factbook/geos/po.html

MEASURING INDUSTRY

DRIVERS

Measuring Industry Globalization Drivers

Four types of industry globalization drivers: Market Cost Government Competitive

Measures vary, but most can be quantified.

Market globalization driversRequires both qualitative and quantitative

estimates. Common customer needs Global customers and channels Transferable marketing Lead countries

Cost globalization driversEarliest and most difficult to measure. Global economies of scale and scope Steep experience effects Sourcing efficiencies Favorable logistics Differences in country costs High product development cost Fast-changing technology

Government globalization drivers

Good understanding of worldwide trade and other government policies required.

Favorable trade policies—tariffs, subsidies, and nontariff barriers

Compatible technical standards Common marketing regulations Government-owned competitors and

customers

Competitive globalization drivers

Requires an effective global competitive intelligence system.

High exports and imports Competitors from different continents Interdependent countries Globalized competitors Transferable competitive advantage

STRATEGY LEVERS

Measuring Global Strategy Levers Comparative Measurement Measurement of Competitors Comparing measurements for multiple

businesses

Global Market Participation Global Market Share Global Strategic Market Share Global Share Balance

Market Presence

Number of selling countriesKrispy Kreme is in 20 countries besides the

US Global Coverage

Global Products and Services Mix standardization

Original glazed is 100% standardizedOther types having varying percentages

Content standardizationFairly low percentage is

nonstandard (only the

toppings and glaze is

customized)

Global Location of Activities Concentration of individual Concentration of entire value chain

Global Marketing

Marketing intensity in different regions Uniformity of marketing Overall marketing uniformity

Only started advertising in 2006

Global Competitive Moves Cross-area subsidization Counterparry Globally coordinated sequence of

moves

Global Competitive Moves Targeting of global competitors Developing competitor plans Preemptive use of global strategy

ORGANIZATION FACTORS

Measuring Global Organization

Measuring global organization is very specific due to every organization being unique.

To better understand a company’s global organization, there are specific elements to help to measure it.

Measures of Global Organization There are many elements which

determine global organization.

1) Organization Structure 2) Management Processes 3) People 4) Culture

Organization Structure

One global head International division Functional line heads Functional line staff heads Strength of business dimension

Management Processes

Global strategic information system Cross-country coordination Global knowledge sharing Global budgeting Global customer management Global performance review and

compensation

People

Foreign nationals in home country Home country nationals in other

countries Foreign nationals in other countries Global boards of directors

Culture

Global Culture Interdependent culture

REGIONAL FACTORS

Measuring Regional Focus EU Iberian Peninsula

Luxottica Headquarters

Milan Italy

4 Measurements of Regional Focus Market Cost Government Competitive

Luxottica

Iberian Peninsula Luxottica Iberica Sa

EU Market

Italy, Belgium, Germany, Spain Portugal, France, Turkey, Finland, Norway, Spain, Israel, Poland, Portugal, Switzerland, Sweden, UK, Austria, Greece ….