Cultural difference is currently one of the main challenges that are faced by multinational companies (MNCs) that are venturing into the global market. MNCs are now forced to manage complex issues such as languages, beliefs, and traditions that vary from one society to another ( Manrai & Manrai, 2010) . Managing cultural diversity is currently one of the major factors that determine the success of MNCs. Therefore, as I plan to expand my furniture company to the United Kingdom (UK), there are some cultural factors that I must consider to enhance the success of my business.
A strategic alliance is the main strategy that will be used in expanding the furniture company to the UK market. The company will form a strategic alliance with one of the leading furniture firm in the UK to attain certain strategic objectives and gain a competitive advantage, especially by pooling resources together. The main reason why the strategic alliance is preferred over other strategies is that it can help in reducing costs as well as risks of venturing into a new market ( Russo & Cesarani, 2017) . Besides, a strategic alliance may help in overcoming the cultural conflict that the furniture company may face in the UK.
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Therefore, the major cultural consideration that I should take into account my strategic alliance strategy is language because it determines the effectiveness of communication. Effective communication plays a vital role in the success of any business ( Lu & Fan, 2015) . As a result, I should consider not only verbal language but also non-verbal communication when forming a strategic alliance. The dominant official language that is used in the UK is English. However, Welch is also an official language that is used in the UK, even though it is mainly spoken in Wales. Hence, even though my company will mostly use English as an official language, I will consider Walsh when selling to customers from Wales. Besides, a handshake when meeting for the first time is important in the UK. Miscommunication or misunderstanding can lead to the failure of a strategic alliance.
The second major cultural consideration that should take into account when forming a strategic alliance is workplace etiquette. Workplace norm varies from one culture to another, and it is important for an MNC to understand the etiquettes of the country it wants to venture. Brits prefer straight-forward talk, especially when engaging in business matters (Collom, 2016). Nevertheless, there are instances when they opt for some chats before they engage in a serious discussion ( Grotts, 2014) . Therefore, the company should address the workplace etiquette issues that may hamper the success of the strategic alliance.
Also, obeying hierarchy in the workplace is a cultural issue that affects strategic alliances. In the UK, for instance, junior employees are expected to respect and obey their bosses, although they are allowed to raise their concerns. Hence, organization hierarchy is another cultural factor that I will consider when I am expanding to the UK. Besides, UK citizens rarely work on a weekend, and they like their time off work (Collom, 2016). As a result, employees should not be forced to work during weekends of vocational periods.
However, despite numerous cultural considerations that I have to take into account my strategy, they will not significantly impact my current strategy. The company was already aware that the dominant communication in the UK is English. At the same time, western cultures do not have major differences regarding workplace culture. The company will try to adhere to the cultural requirements when forming the strategic alliance, especially in the workplace.
Finally, the cultural considerations do not change my approach to the business in the UK. I would have changed my approach when there is a significant cultural difference between the company’s home country and the UK. Nevertheless, I still have to be sensitive to the cultural differences, even if they are insignificant. My strategy should be flexible to accommodate any change and emerging issues that can affect the success of the business. The furniture company must consider crucial cultural problems for it to succeed in the UK market, as this can help in addressing any cultural conflict that can emerge during its operations.
References
Collom, K. (2016). 5 Things to Know About British Work Culture . Retrieved from https://www.languagetrainers.co.uk/blog/2016/03/17/5-things-to-know-about-british- work-culture/
Lu, C., & Fan, W. (2015). Cross-cultural Issues and International Business Communication Practice: From an Anthropological Perspective. The Anthropologist , 22 (1), 15-24.
Manrai, L. A., & Manrai, A. K. (2010). The influence of culture on international business negotiations: a new conceptual framework and managerial implications. Journal of Transnational Management , 15 (1), 69-100.
Russo, M., & Cesarani, M. (2017). Strategic Alliance Success Factors: A Literature Review on Alliance Lifecycle. International Journal of Business Administration , 8 (3), 1-9.
Grotts, L. (2014, January 3). Doing Business in the United Kingdom: Cross-Cultural Etiquette. HuffingtonPost . Retrieved from https://www.huffingtonpost.com/lisa-mirza-grotts/doing-business-in-the-uni_b_4881472.html
