Internation Marketing Jones Chung Case # 1, L’Oreal Case 1.Explain the role played by multicultural employees in helping L’Oreal product innova-tion strategies. 2.Why is L’Oreal expansion strategy focused on emerging rather than mature mar-kets? What are the main pros and cons of this strategy? 3.Provide 3 examples that illustrate national culture differences in employee behaviors.Use the appropriate lingo in preparing your answer.
Internation Marketing Jones Chung Answer for Question 1: A person rooted in more than one culture is usually able to spot and reconcile differ- ences in understanding and communication, serving as a buffer both within teams and more broadly in the organization. in addition, he or she will probably be more open to adapting to multiple mind-sets and communication modes: it’s well known that people find it easier to learn new languages if they have grown up speaking more than one. There skills equip L’Oreal multiculturals to play five critical roles. 1) Recognizing new product opportunities. For instance, a French-Irish-Cambodian manager working on skin care noticed that many tinted face creams in Asia had a lifting effect, which minimized wrinkles. In Europe, creams tended to be either tinted or lifting. Drawing on his knowledge of Asian beauty trends and their increasing pop- ularity in Europe, he and his team developed a tinted cream with lifting effects for the French market, which proved to be a success. 2) Preventing losses in translation. for instance, a French managers’s product test failed because he asked a German colleague in the laboratory to translate the char- acterization of some hair features. Trough conversation with an English French-Ger- man manager, the French manager discovered that there had been a gap between what he meant and what the German heard. It was a nuanced difference: The words were the same, but their meaning was not. He had to run the test again, at signifi- cant cost. Since then, the multicultural manager who spotted the difference had been called on frequently to decode communications between headquarters and the Ger- man office.
Internation Marketing Jones Chung 3)Integrating outsiders. “after a new person joined my team from the Shanghai office, amember complained that she was very rude. I said, “Let’s give her more time to ad-just, Maybe she’s not being rude and that’s just how she expresses herself. Why don’t you also try to adapt to her? When I went to Shanghai, I had a meeting with my
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