Post 1
Dr. Geert Hofstedes cultural dimension model has become the internationally recognized standard for understanding cultural differences and how it impacts the business environment (setting). Initially, he identified four dimensions – power distance index, individualism versus collectivism, masculinity versus femininity, and uncertainty avoidance index and later added two more (short versus long-term orientation and restraint versus indulgence) with the help of additional researchers (Bateman, Snell, & Konopaske, 2019, p. 371). Understanding cultural differences is truly important when it comes to communication and the marketing message.
According to Mike Fromowitz, when businesses attempt to reach customer from another culture a crucial aspect for success is understanding of cross-cultural differences (2017, p. 1). Leaders in charge of these ventures should be familiar with cross-cultural relations because one misunderstanding could ruin the brand. For example, Hitler Ice Cream hit the Indian market in 2015 and was consider very distasteful by Indias congress leader Shashi Tharoor (Fromowitz, 2017, p. 1). Shashi found the brand inappropriate and tweeted, Height of tastelessness; Indian ice-cream named after Hitler. Would the Germans name a sausage after Godse? The owner of Hitler Ice Cream, Neeraj Kumar, claimed that the ice cream was named after his quick-tempered uncle which again does not justify the need for such a name.
Cultural dimension clearly prepares leaders for cultural differences so that harsh mistakes are not made against the inviting culture.
Post 2
According to Gerald Hanks when companies prepare to conduct operations with partners or customers from another culture, a crucial aspect for the success of that venture lies in the understanding of cross-cultural differences. If the people in charge of these ventures are not aware of the impact of their behaviors on cross-cultural relations, the misunderstandings, hurt feelings and communication errors that occur often will cause serious damage to those efforts (Gerald Hanks).
Apple made no real attempt to customize its phones or applications to address the needs of Indian consumers. They are the same as in the United States. Siri struggles no less on an Indian iPhone than on a U.S. one to recognize an Indian name or city or to play Bollywood tunes (Vivek Wadhwa). In price-sensitive markets such as India, most people buy phones outright and choose to pay-as-you-go plans. In the U.S. and many European markets, wireless carriers lower the cost of devices for customers in exchange for multiyear contracts (Newley Purnell). The iPhones software features, like iMessage and Air Drop photo sharing, arent as big a draw for emerging-markets buyers, who often use Facebook and its WhatsApp messaging service to connect with friends and consume news and other content. (Newley Purnell).
There is a way Apple could use Indias market to its advantage: Make it a testbed for its experimental technologies. No doubt Apple has a trove of products that are not yet perfect and need market validation, such as TV sets, virtual-reality headsets, and new types of medical devices. India is a massive market that will lap up the innovations and provide critical advice. Apple could develop these products in Indian languages, so they arent usable back at home, and price them for affordability to their Indian customers (Vivek Wadhwa).
