¶ … Business in Czech Republic
Doing business in a foreign country is never easy. It is not so much about the tax regulations, import/export duties or getting a license. The main challenges accrue from the differences in cultural values and social or religious beliefs. For Steve, it may prove easier to at least communicate with the people and establish a bond with them. It is also important to know that Czech Republic is very keen on attracting foreign investment and a strong U.S. presence is desired. For this reason, Steve doesn't need to worry about whether he will be welcome in that country or not. As for cultural differences, it must be borne in mind that both Czech Republic and the U.S. have some similarities and some differences but these differences can act as a major hurdle if not properly understood. Business is often taken seriously in the Czech Republic and authority is not to be challenged. The same is not true for the U.S. where anyone can question and challenge authority if it appears oppressive. Rebellion has a place in U.S. business culture and innovation is considered a good strategy. Czech people are not exactly big risk-takers and might be more interested in the true and tried.
Greet Hofstede's four important dimensions might help us better understand the differences between the two countries. These four primary dimensions are Power Distance Index (PDI), Individualism...
Cultural Challenges of Doing Business Overseas: Steve Kafka, franchisor for Chicago Style Pizza Steve Kafka, a proprietor of Chicago Style Pizza, a U.S.-based franchise, is attempting to capitalize upon his Czech heritage, and knowledge of Czech culture and language to expand into Prague and take advantage of a largely untapped pizza market in the region. However, it is critical that Steve does not forget that, despite his familiarity with Czech culture, he
But most important, Geert Hofstede will give you the 'edge of understanding' which translates to more successful results" (Geert Hofstede's Website, 2003). If Steven Kafka conducted an analysis of the Czech market through the lens of cultural features, there is an increased likelihood for the results to indicate major discrepancies. This should not however disappoint him, as different does not implicitly mean worse. A d) in its desire to adhere to
The consultancy then must seek out a high level of congruence specifically on the IDV dimension if it is to be successful over time. Using the Five Dimensions Model to plot the values of Singapore, Hong Kong, The U.S., Canada, the United Kingdom and France, the six graphics shown in Appendix A: Comparing Cultural Dimensions by Nation is created. Comparing each nation specifically shows that of the potential candidates for expansion,
IT Management Challenges Business Process Reengineering works with changes in structures and processes within the business environment. Information technology plays a highly critical part in BPR as it deals with the provision of office automation, gives an allowance for companies to make quick deliveries, work in a flexible manner, and operate in different locations. In addition, new technologies are helping organizations to have paperless transactions. In simple terms, BPR allows an
Cultural Distance: How Is it Measured, And How it Impact on Global Marketing Operations The persistence of cultural distances is relevant for the global multinational marketing operations exposed to multiple cultures in their everyday activities. This indicates that marketing across border introduces complexities because it forces global marketers to tailor their approaches and practices to each cultural context they carry out their business activities. As a result, this paper will discuss
Significance of the Study to Leadership a leader's ability to adapt to change within global markets determines the multinational company's success (Handley & Levis, 2001). Affective adaption to cultural changes, albeit depends upon available information; essential to the leadership decision-making (Kontoghiorghes & Hansen, 2004). If leaders of multinational companies better understand the challenges and impact of culture and diversity in global markets, they may use the information to improve planning
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