International Business - Case Study Example

'The art of living well' philosophy has history, tradition, elegance with modernity and Asians like to buy such lifestyles. Arnault, with his exclusive talent for spotting creative capability, will find extraordinarily talented Asians who could expand his creative store. Artists, frequent travellers, appreciators of arts, connoisseurs and admirers of modernity will fall into the hireable category. Arnault will not find either the market or the expanded business too overwhelming to handle but the first requirement would be to learn the industrial culture of the market place.

Industrial culture is usually linked with national culture. "National culture consists of the distinctive shared values, attitudes, assumptions, beliefs and norms of the inhabitants of a nation which guide their behaviourIndustry culture can be defined as the values attitudes, assumptions, beliefs and norms that influence the ways in which the firms in a particular industry conduct their business," Stonehouse (2004, p.53). Getting into an unknown market always poses daunting problems. In addition to the other usual problems, there are already players in the field who have established themselves by now.

"On the face of it, the disadvantages of being a late entrant seem overwhelming. Management thinkers concluded long ago that the dominance of today's global giants is rooted in their first-mover status," Bartlet et al (2004, p.85). Still for a person of Arnault's reputation, strategic moves should be easier than others. Arnault has to go into global strategic management in a culturally diversified field. His strategy should be for change and globalisation with a difference. He is already an expert in managing across borders with new organisational responses.

Now he has to adopt a strategy of business in a world of nations disregarding the stereotyped myths. He has to inculcate new values, morality and strategic ethics into the branching out portion of his business so that it could meet the cultural needs and profile of Eastern nations. There should be a new manifesto for management and leadership in a new environment. There should be strategic training for prospective staff about the cultural, educational and business background of the Asian countries.

It will be a diversified organisation with many Asians being part of the workforce and they should be handled by managers who have knowledge and expertise in ways of discussion, negotiation, socialisation, beliefs, trusts, all-pervading religions, and should understand the difference between Western and Eastern values and customs. Marketing and establishing the brand name, advertising and presenting have to incorporate some differences so as to meet the Eastern approval. The manager has to adopt a certain amount of work cultural elasticity to accommodate people from other backgrounds which will make it easier to understand their ways of marketing, impression creating, using their brand ambassadors (Sub-continent would admire a Kareena Kapoor selling the handbag instead of Nicole Kidman!), their timings and business events etc.

With all those precautions, every move cannot be predetermined and the manager has to