Introduction
Coca-Cola is a beverage company that with a successful performance in the global market for several years. Given its wide market share, the company has taken the initiative to be highly involved in global cross-cultural management to cater for the different needs of its culturally diverse customers.
Thesis Statement : Coca-Cola markets its products through focused advertisements in different regions. Cultural training for expatriate employees in the marketing sector respective of the culture of the people in each region is vital to maintain the benefits that Coca-Cola has enjoyed from cross-cultural management.
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Body
Communication Style
After understanding the people’s language, style of communication goes beyond that ( Okpara & Kabongo, 2017) .
The program need to take account how the same words may mean different things in different cultures.
The program should emphasize that the expatriates avoid any misunderstanding in their marketing from using inappropriate language like the case of H&M’s “coolest monkey” sweatshirt.
Cultural Awareness
This training highlights the cultural differences that the expatriate will experience in the host country.
Cultural awareness will be obtained through general interactions with the people and participating in general social activities ( Okpara & Kabongo, 2017).
Any “taboos” are established in this training to avoid offending the people
Since there is a possibility that the interactions with the people in the host country may not reveal reliable information, seeking reviews from previous expatriates who have worked in the country should be included in the program ( Österdahl & Hånberg, 2009).
Management Style as Influenced by the Culture
Since the company aims to establish itself as a corporation in the host country, it follows that it will establish a working system with employees made of the locals
Different countries have varying responses to different management styles based on their culture
Cultures with strong hierarchical systems may not be receptive to the less formal management styles
If the company wishes to introduce the inclusive management system despite it not being familiar to the host employees, this training need to devise a way to work around what they are used to, to incorporate the effective non-hierarchical management system ( Österdahl & Hånberg, 2009).
Conclusion
Restatement of the thesis: Cultural training for expatriate employees in the marketing sector respective of the culture of the people in each region is vital to maintain the benefits that Coca-Cola has enjoyed from cross-cultural management.
Other ideas to conclude: To be thoroughly effective in cross-cultural management, extensive training is required. The training should highlight the positive aspects of the culture that the organization can take advantage of and the threats that the negative aspects bring, that the company should strive to avoid.
References
Österdahl, G., & Hånberg, C. (2009). Cross-Cultural Training of Expatriates: A Case Study of Ericsson.
Okpara, J. O., & Kabongo, J. D. (2017). The effect of cross-cultural training on expatriates’ adjustment. Journal of Management Development .
