By Gary E. Moore
Culture shock is one thing. Marketing in another culture is something much heavier. International marketing mistakes aren't just experiential, they can be very costly and result in lost windows of opportunity.
The worst thing that a company can do is to step on another culture's "cultural toes" by using a marketing program that either offends them, is misunderstood by them, or that just doesn't appeal to them. Millions have been spent and lost by stupid, unaware, insensitive international marketing strategies and marketing communications.
Consider these international marketing horror stories...
- When Chevrolet wanted to export its popular new car, the Nova, into Mexico and Latin America, they promoted and advertised it in much the same way they did in the USA. But sales were almost non-existent. Why? Analysis: The beauty and power of a celestial supernova may have been a successful name and image in the USA, but "nova" in Spanish means "no go."
- One of Germany's largest pharmaceutical manufacturers wanted to open markets for its headache pills in the Middle East. Their marketing "experts" noted that illiteracy is widespread in the Middle East and concluded that the advertising should be visual, not dependent on reading. They introduced ads and billboards showing three photos: on the left, a picture of a grim looking
man with a bad headache; in the middle, a photo of the man taking a pill; on the right, a photo of the man smiling, looking relieved and happy. The campaign failed miserably. Why? Analysis: Arabic is read from right to left, not left to right like the English language. So the message was reversed. Feeling good? Take our pills and get a really bad headache!
- Pepsi Cola introduced an ad campaign in Asia with their latest slogan, "Come alive!" The campaign was a disaster, causing much derisive laughter. Why? Analysis: Pepsi had made a huge, costly cross-cultural language mistake. In Asia, their slogan was interpreted as a call to bring your deceased ancestors back from the grave!
- Electrolux is a vacuum cleaner manufacturer based in Sweden. They came out with a print ad in Britain featuring the headline, "Nothing Sucks Like an Electrolux!" The ad may have been successful in the UK, but would have been a disaster in the USA. Why? Analysis: literal translations of words, headlines and advertising slogans can be a big cultural mistake - even between "English" English and "American" English. In America, the word "sucks" is a slang term meaning that something is really bad, (e.g. "That really sucks!") and this "English" headline would laughably come off as "Electrolux sucks!" (is a really bad vacuum cleaner). Not exactly the image you want to project! Fortunately for Electrolux, they didn't use the British ad in the USA.
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When FedEX (Federal Express) decided to expand into Europe, they established a centralized "hub and spoke" delivery system similar to their US operations. They eventually became well established there - but not before having to shut down over 100 European operations and experiencing $1.2 billion in losses. Why? Analysis: They had not considered cultural
differences. Their US-style centralized system proved inappropriate for overseas distribution in multi-cultural Europe. For example, in Spain the workers preferred very late office hours.
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In Malaysia, a leading developer received bids for power-generation turbines from Siemens (Germany) and General Electric (USA). The contract was worth $700 million dollars. The managing director of the Malaysian company requested a person-to-person meeting with top executives from both companies. Siemens sent a top executive to meet with him. GE didn't. Siemens got the
contract. Why? Analysis: it is extremely important in Asia to first gain a feeling of being able to establish a good and long-term working relationship with potential partners and suppliers.
Cross-cultural Marketing - "The New Orientation"
As the global marketplace becomes the new paradigm - as everyone "goes global" - wanting to do it right and avoid such costly mistakes is creating a strong need for a new approach to international marketing.
That is why cross-cultural marketing is fast becoming "the new orientation" for leading international and multinational companies. The reason is simple. International marketing is far more effective, profitable and successful when it is clearly understood and appeals to each culture's particular values and behavioral traits.
Consider the advantages of changing your company's approach to a cross-cultural marketing orientation:
- Acceptance and understanding of your marketing message in each of your company's international target markets is significantly increased
- The features, benefits and advantages of your products and services that most apply and appeal to potential customers in each different culture are communicated
- The positioning of your company's image, products and services vs. your int
ernational competition in each different culture is strengthened
- The chances of establishing positive long-term brand loyalty, customer and
supplier relationships are greatly enhanced
- Your increased overall marketing effectiveness leads to optimization of
international sales in each of your international target markets
What exactly is cross-cultural marketing?
The concept of cross-cultural marketing is relatively new. Essentially, it involves learning how to adapt your company's marketing strategies and marketing communications to the cultural differences in your various international markets. By applying cross-cultural marketing techniques, companies can increase their overall international marketing effectiveness.
Getting there - the Importance of Cross-Cultural Marketing Training
With globalization moving at such a rapid pace and with the enormous impact of the Internet, more and more companies are realizing the critical importance of providing their key international marketing managers and marketing teams with professional cross-cultural marketing training.
Through in-depth seminars, workshops and training, they can learn how to adapt marketing strategies and the style and content of marketing communications to fit the distinctive culture of each of their international target markets.
In the areas of market research, strategy development, planning and implementation, knowing cultural differences becomes a fundamental basis for everything. It is the recognition that what motivates people to buy a particular product, for example, in Japan, may not at all be what motivates people in the USA or South America.
In the realm of marketing communications - web sites, trade shows, brochures, public relations and advertising - themes, headlines, slogans, text, colors, graphics and photographic imagery all play an important role in winning acceptance and generating response. Using the wrong words, the wrong images or the wrong style in certain cultures may cause total and costly failure. Worse, they may even create resentment or opposition to your company, products and services in certain countries.
In the area of international marketing management, cross-cultural marketing training should also cover such key subjects as the cultural differences in management styles, work styles, negotiating styles, leadership, delegation of responsibility, teamwork, business communications, participation in meetings and making effective international marketing and sales presentations.
Finally, those who will live and work on long-term assignment in another country should also have in-depth expatriate training that covers both business and social issues in the country or region where they will be located.
Think of it as the best investment your company can make
Companies that understand just how much cultural differences affect their profitability in international markets are far more likely to capture market share in those markets than the companies that don't. It means going in aware. It means staying in successful.
International business success is, of course, the objective that justifies a company's commitment to investing in cross cultural marketing training. And compared to the potential loss of millions of euros, dollars or yen, such training is truly one of the best long-term investments your company can make.
About the Author
 Gary E. Moore is President of Cross Cultural Communications, Inc. The company provides cross-cultural and international business seminars, workshops and training for multinational corporations in the areas of international business, international marketing, international management, international team building, cultural integration of cross-border mergers, acquisitions and joint ventures, and expatriate training.
The company specializes in Europe, Asia and North America and has offices in Boulder, Colorado USA and Munich, Germany.
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First Published: May 03, 2002
